Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer

By Michael S. Cole, Heike Bruch, Boas Shamir. 2009

90 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a135f0ad88a3d5c0b9ced793c4210a4106d88943

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. John Antonakis
2. D. van Knippenberg
3. R. Liden
4. Sim B. Sitkin
5. David de Cremer
6. Neal M. Ashkanasy
7. Eugene Yu Jin Tee
8. M. Hogg

In Social Psychology

1. John Antonakis
2. Sim B. Sitkin
3. R. Liden
4. D. van Knippenberg
5. Neal M. Ashkanasy
6. Eugene Yu Jin Tee
7. M. Hogg
8. David de Cremer

In Sociology and Political Science

1. D. van Knippenberg
2. R. Liden
3. John Antonakis
4. Sim B. Sitkin
5. M. Hogg
6. David de Cremer
7. Heike Bruch
8. Astrid C. Homan

Citations in the corpus

• A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, methodology): “, 2004), perceptions of emotional climate and collective efficacy (Cole et al., 2009), but weaker relationships with the emulation of leader behavior (Cole et al.”
• Considering context in psychological leadership research (2009, background): “Cole, Bruch, and Shamir (2009) look at how leader distance moderates the effects of transformational leadership and individual-leader outcomes.”