Subordinate–manager gender combination and perceived leadership style influence on emotions, self-esteem and organizational commitment

By Janet R. Mccoll-Kennedy, Ronald D. Anderson. 2005

179 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8b36a5ce285d98c4d09808b7d8084d326abe944d

How researchers see this paper

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

In Gender Studies

1. Syed Awais Ahmed Tipu
2. H. J. Walker
3. W. Giles
4. H. S. Feild
5. James C. Ryan
6. L. Levy
7. A. Armenakis
8. A. Caza

In Organizational Behavior and Human Resource Management

1. A. Armenakis
2. Jeremy B. Bernerth
3. H. S. Feild
4. H. J. Walker
5. Syed Awais Ahmed Tipu
6. L. Woolley
7. W. Giles
8. James C. Ryan

In Social Psychology

1. Jeremy B. Bernerth
2. Syed Awais Ahmed Tipu
3. H. J. Walker
4. L. Woolley
5. W. Giles
6. H. S. Feild
7. James C. Ryan
8. L. Levy

Citations in the corpus

• The Influence of Personality Differences Between Subordinates and Supervisors on Perceptions of LMX (2008, background): “Control Variables Previous research in the fields of LMX and relational demography have shown demographic similarity may influence the supervisor–subordinate relationship and subsequent performance (cf. McColl-Kennedy & Anderson, 2005; Riordan, 2000; Turban & Jones, 1988).”
• Authentic Leadership and Follower Development (2011, background): “…of gender in leadership, finding that it influences the development of positive leader–follower relationships (Vecchio & Brazil, 2007; Vecchio & Bullis, 2001), followers’ positive self-evaluations (Greene, Morrison, & Tischler, 1980), and followers’ optimism (McColl-Kennedy & Anderson, 2005).”
• Optimism, overconfidence and entrepreneurial activity (2008, unknown): “, 1992; Seligman and Schulman, 1986), commitment (McColl-Kennedy and Anderson, 2005), and an ability to influence others to commit to the venture (Ottesen and Gronhaug, 2005).”
• Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis (2012, unknown): “Transformational leadership is guidance through individualized consideration, intellectual stimulation, inspirational, and idealized influence (McColl-Kennedy and Anderson 2005).”
• Leadership effects on innovation propensity: A two-factor full range leadership model (2013, background): “These avoidance behaviors result in high levels of frustration among followers and low levels of follower self-esteem (McColl-Kennedy & Anderson, 2005).”