A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership

By Michael D. Collins, C. Jackson. 2015

101 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b30a3bbec51a56f672a5b9cb756d90a6ee964bad

How researchers see this paper

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

In Applied Psychology

1. Antonia J. Kaluza
2. Rolf van Dick
3. Diana Boer
4. Claudia Buengeler

In Clinical Psychology

1. Antonia J. Kaluza
2. Rolf van Dick
3. Diana Boer
4. Claudia Buengeler

In Organizational Behavior and Human Resource Management

1. Antonia J. Kaluza
2. Rolf van Dick
3. Diana Boer
4. Claudia Buengeler
5. A. Humphrey
6. Alper Ertürk
7. M. R. Edwards
8. Blake E. Ashforth

Citations in the corpus

• Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination (2020, methodology): “…of leadership differentiating behaviours that benefit followers and organisational goals from behaviours that imply negative consequences, we organise leadership according to two broad categories: constructive and destructive (Collins & Jackson, 2015; Einarsen, Aasland, & Skogstad, 2007).”
• Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress (2018, unknown): “2010), and in leadership (Collins and Jackson 2015).”