Effects of perceived power of supervisor on subordinate work attitudes

By A. Elangovan, J. Xie. 2000

108 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b61657acff6684c8d6ad52466e2397133af14db6

How researchers see this paper

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

In Leadership and Management

1. H. Erkutlu
2. J. Chafra

In Organizational Behavior and Human Resource Management

1. Andrew Marty
2. Hii Wei Min
3. H. Erkutlu
4. Thurasamy Ramayah
5. Camille R. Green
6. Peter Songan
7. M. Lo
8. Simon Albrecht

In Sociology and Political Science

1. Andrew Marty
2. Hii Wei Min
3. H. Erkutlu
4. Thurasamy Ramayah
5. Camille R. Green
6. M. Lo
7. Simon Albrecht
8. J. Chafra

Citations in the corpus

• The relationship between leadership styles and organizational commitment in Malaysia: role of leader–member exchange (2010, background): “According to Elangovan and Xie (2000), organizations nowadays are multifunctional teams moving along a horizontal structure where it is vital to fully understand the employees’ perceptions of supervisors’ power.”
• Relationship between leadership power bases and job stress of subordinates: example from boutique hotels (2006, background): “The two major types of power are position powers and personal powers (Rahim et al., 2001; Bass, 1960; Etzioni, 1961; Rahim, 1988; Yukl and Falbe, 1991; Yukl, 1994; Elangovan and Xie, 2000; Ward, 2001).”
• Meaningful Work, Job Resources, and Employee Engagement (2021, background): “001), the influence of method effects can, to a large extent, be discounted [74,75].”