Emotion as mediators of the relations between perceived supervisor support and psychological hardiness on employee cynicism

By Michael S. Cole, Heike Bruch, B. Vogel. 2006

346 citations recorded by the source corpus.

Subfields: Clinical Psychology, General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/919c5fa9a7ee76e0b73e9aebb8893be74e18e13c

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In Clinical Psychology

In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Interaction Effect of Crisis Communication and Social Support on The Emotional Exhaustion of University Employees during the COVID-19 Crisis (2020, methodology): “Supervisor support was measured by the scale of Cole et al. (2006) which has four items.”
When Is Empowerment Effective? The Role of Leader-Leader Exchange in Empowering Leadership, Cynicism, and Time Theft (2017, background): “Given these distinctions, cynicism is a useful construct in organizational behavior because “irrespective of the accuracy or validity of the individual’s perceptions on which the employee cynicism construct is based, it is real in its consequences” (Cole et al., 2006: 464).”
Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19 (2021, background): “Indeed, Cole et al. (2006) illustrated the importance of supervisor support to employee reactions during an organizational crisis.”
Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, result): “For example, the previous studies have found that employees are less likely to develop cynicism about change when they receive care and support from their leaders (Cole et al., 2006; Wanous et al., 2000).”
IMC antecedents and the consequences of planned brand identity in higher education (2017, neutral): “Planned brand identity scales (Cole et al., 2006; Gioia and Thomas, 1996; He et al., 2012) were adapted to the higher education context.”
Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure (2011, neutral): “Cynicism was assessed by the 7-item scale from Cole, Bruch, and Vogel (2006).”
Top management credibility and employee cynicism: A comprehensive model (2009, background): “…as resulting from circumstances in the work environment that cause employee expectations to be unmet (e.g. Andersson, 1996; Andersson & Bateman, 1997; Bernerth et al., 2007; Cole et al., 2006; Johnson & O’Leary-Kelly, 2003; Naus et al., 2007a, 2007b; Pugh et al., 2003; Wanous et al., 2000).”
Organizational cynicism: Extending the exit, voice, loyalty, and neglect model of employees' responses to adverse conditions in the workplace (2007, background): “, 2000), the deficient quality of leader–member exchange (Bommer et al., 2005; Cole et al., 2006; Davis & Gardner, 2004), a history of failed change attempts (Reichers et al.”
The Joint Moderating Effects of Activated Negative Moods and Group Voice Climate on the Relationship between Power Distance Orientation and Employee Voice Behavior (2017, methodology): “We selected three items from a job emotion scale developed by Fisher (2000) and Cole, Bruch, and Vogel (2006) to assess employees activated negative moods.”