Middle manager leadership and frontline employee performance: Bypass, cascading, and moderating effects

By Jixia Yang, Zhi-Xue Zhang, Anne S. Tsui. 2010

141 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/addbf620ddd2eea7391176d244481da4c8a48d65

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. S. Hannah
2. Bruce J. Avolio
3. D. van Knippenberg
4. R. Lord
5. Fred Walumbwa
6. A. Peng
7. J. Schaubroeck
8. Linda Klebe Treviño

In Social Psychology

1. S. Hannah
2. Bruce J. Avolio
3. R. Lord
4. D. van Knippenberg
5. J. Schaubroeck
6. Sim B. Sitkin
7. A. Peng
8. Steve W. J. Kozlowski

Citations in the corpus

• Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, unknown): “Fostering employee support is crucial for avoiding costly delays, deviations, or even failures of intended change (Mantere, Schildt, and Sillince, 2012; Niehoff, Enz, and Grover, 1990; Yang, Zhang, and Tsui, 2010).”
• A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “, 2010) and emulation of leader behavior (Yang et al., 2010).”
• Embedding Ethical Leadership within and across Organization Levels (2012, background): “The authors of one previous study observed bypass effects of leader behavior after accounting first for cascading leadership to the next level (Yang et al., 2010), but no previous study bas simultaneously accounted for indirect pathways through shared cultural elements in which leaders embed their i”