Pursuit of Whose Happiness? Executive Leaders' Transformational Behaviors and Personal Values

By P. Fu, Anne S. Tsui, Jun Liu, Lan Li. 2010

237 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/a4a1eb0f50eba8eeeb88399c3a14b86981f15535

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. H. Kwan
2. Long-Zeng Wu
3. Jun Liu
4. Anne S. Tsui
5. Lynda Jiwen Song
6. A. Y. Ou
7. P. Fu
8. E. Tse

In Social Psychology

1. H. Kwan
2. Long-Zeng Wu
3. A. Y. Ou
4. Anne S. Tsui
5. Neuza Ribeiro
6. H. Ibarra
7. Celeste Wilderom
8. Y. Mao

In Sociology and Political Science

1. H. Kwan
2. Long-Zeng Wu
3. David A. Waldman
4. Anne S. Tsui
5. E. Tse
6. Neuza Ribeiro
7. H. Ibarra
8. Celeste Wilderom

Citations in the corpus

• Systematic Review of Key Leader Practices Found to Influence Student Achievement (2016, background): “Through collaboratively making decisions, leaders adjust school conditions to enable teacher commitment to Hitt & Tucker Systematic Review of Key Leader Practices the organization (Fu et al., 2010) as well as enhance performance of the teachers.”
• Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic (2021, background): “Even though factor analyses endorse their characteristics, Fu et al. (2010) show that the measurements of their products are so interrelated that their different effects are difficult to determine clearly.”
• Values and behaviors of effective lean managers: Mixed-methods exploratory research (2017, methodology): “Following a forced distribution procedure (see, Brown, 1996; Fu et al., 2010), the 18 respondents were asked to distribute the cards for their own ELMM: in nine separate stacks representing a 9-point scale, ranging from “not important to the focal middle manager” on the left-hand stack, to “highly…”
• Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses (2014, background): “Conversely, Confucianism and Daoism, still strong in China (Pan, Rowney, and Peterson, 2012), teach leaders to be self-deprecating and lead without overtly appearing to lead (Tsui et al., 2004; Fu et al., 2010).”
• The Impact of Servant Leadership on Hotel Employees’ “Servant Behavior” (2013, methodology): “To calculate the correlations between firmlevel variables and individual-level variables, we followed previous research (Fu et al. 2010) by disaggregating firmlevel variables to the individual level, with the results shown in Exhibit 3.”
• Ethical leadership and job performance in China: : The roles of workplace friendships and traditionality (2013, background): “Traditional Chinese people focus on expressive ties among people and submit, commit to, and respect the norms, customs, and authorities of a traditional society (Fu et al., 2010).”
• The Effect of Workplace Negative Gossip on Employee Proactive Behavior in China: The Moderating Role of Traditionality (2015, methodology): “Nonetheless, the thought patterns and behavior of many Chinese are still deeply influenced by traditional values (Fu et al. 2010).”
• How transformational leadership predicts employees’ affective commitment and performance (2018, background): “Based on relevant studies in the literature on TL (e.g., Aryee and Chu, 2012; Boerner et al., 2007; Fu et al., 2010; Gyensare et al., 2016; Mesu et al., 2015; Yucel et al., 2014; Yukl, 2006), this variable was considered an uni-dimensional construct.”