Consequences of differentiated leadership in groups
By Joshua B. Wu, Anne S. Tsui, A. Kinicki. 2010
401 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/cc3ba0b92072423947be5c3933d82894c2b4b251
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity (2015, background): “…has sometimes been considered to be focusedmore on individual followers rather than the collective (e.g., Kark & Shamir, 2002;Wang & Howell, 2010;Wu et al., 2010), intellectual stimulation in teams may foster healthy dissension whichmight lead to better team outcomes (Dionne et al., 2004).”
- A multilevel study of transformational leadership, identification, and follower outcomes ☆ (2012, background): “Although recent research has divided TFL into two levels (Wang & Howell, 2010; Wu et al., 2010), researchers have treated the two levels separately and have yet to consider the top–down effect of group-focused TFL on followers at the individual level.”
- Getting Everyone on Board (2015, methodology): “Consistent with Chan’s (1998) dispersion model, we used the variance in the individual-level leadership scores from each team to capture team-level differentiated individual-focused transformational leadership by CEOs (e.g., Wu et al., 2010).”
- Transformational leadership and job performance : a social identity perspective (2014, background): “To demonstrate the differential effects of transformational leadership behaviors and their theoretical relevance for this study, this study adopts Wu et al.'s (2010) behavioral foci of transformational leadership, that is, individual-focused leadership (e.”
- Leadership and followership identity processes: A multilevel review ☆ (2017, background): “Furthermore, whereas several follower-focused studies (e.g., Kark & Shamir, 2013; Wu et al., 2010) clearly presented the levels-of-self implications of their theoretical propositions and empirical work, very few leader-focused studies (e.”