: Authentically leading groups: The mediating role of collective psychological capital and trust

By Fred Walumbwa, Fred Luthans, James Avey, Adegoke Oke. 2011

497 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/82005b6992f93ce0d4b90e42a4d656807ea1509a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Fred Luthans
2. Bruce J. Avolio
3. Fred Walumbwa
4. Neuza Ribeiro
5. Susanne Braun
6. Arménio Rego
7. Miguel Pina e Cunha
8. Alexander Newman

In Social Psychology

1. Fred Luthans
2. Bruce J. Avolio
3. Fred Walumbwa
4. James Avey
5. W. Gardner
6. Miguel Pina e Cunha
7. Arménio Rego
8. Alexander Newman

Citations in the corpus

• Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes (2014, background): “Empirical evidence also shows that AL is positively related to the leaders' and followers' PsyCap, thereby leading to enhanced follower performance (Avey, Avolio, & Luthans, 2011; Walumbwa et al., 2011; Woolley, Caza, & Levy, 2011).”
• Transformational and Transactional Leadership and Followers’ Achievement Goals (2013, background): “…aggregate leadership styles to the group level which reduces common source bias because, as Bono and Judge (2003) argued, individual response differences and biases are treated as errors when individual ratings are aggregated (Bono and Judge 2003; see also Carson et al. 2007; Walumbwa et al. 2011).”
• Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, unknown): “…leadership, Wong, Spence Laschinger, & Cummings, 2010), team (e.g., team authenticity, teamwork behavior, Hannah,Walumbwa, & Fry, 2011; team trust, Walumbwa et al., 2011), and organizational (e.g., firm level performance, Clapp-Smith, Vogelgesang, & Avey, 2009; new venture performance, Hmieleski,…”
• At What Level (and in Whom) We Trust (2012, background): “For example, the trust and unit performance relationship demonstrated by research on team trust in leaders (Davis et al., 2000; Dirks, 2000; Walumbwa et al., 2011) may be realized only when there is a high degree of agreement”
• Collective psychological capital: Linking shared leadership, organizational commitment, and creativity (2018, methodology): “Regarding the relationship between leadership and PsyCap, based on Bandura’s (2006) agentic theory, which postulates that leadership plays a role of collective interaction, shared leaders can analyze the internal and external information received and share this information with the group (Walumbwa e”
• A Tale of Two Paradigms: The Impact of Psychological Capital and Reinforcing Feedback on Problem Solving and Innovation (2011, unknown): “There is also a growing number of studies refining and expanding the positive impact of PsyCap on outcomes such as stress ( Avey, Luthans & Jensen, 2009 ), well-being ( Avey, Luthans, Smith & Palmer, 2010 ), team effectiveness ( Walumbwa, Luthans, Avey & Oke, 2011 ), and organizational change ( Avey”