Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis

By Jae Uk Chun, Francis J. Yammarino, Shelley D. Dionne, John J. Sosik, H. Moon. 2009

138 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/dfa76b92a9ba47f70f0102778f98d4899a8f29e4

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

In Social Psychology

Citations in the corpus

Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust (2013, unknown): “…et al., 2005) since theoretical constructs and their relations can vary according to (a) differences between teams, (b) differences within teams, or (c) differences between followers independent of their teams (Chun et al., 2009; Klein, Conn, Smith, & Sorra, 2001; Klein, Dansereau, & Hall, 1994).”
“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations (2016, background): “…(Ahearne, Haumann, Kraus, &Wieseke, 2013; Hobman et al., 2011; Siders, George, & Dharwadkar, 2001; Wang & Howell, 2012; however, see Chen, Tsui, & Farh, 2002), and that PI mediates the relationship between transformational leadership and performance (Chun et al., 2009; Nübold et al., 2015).”
Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors (2021, background): “Greater hierarchical differences in organizations often manifest in a greater physical distance, and in a lower frequency of direct interaction (Chun et al., 2009).”
Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research (2011, background): “…Shamir’s (2002) “dual effects of transformational leadership not only utilizing idealized influence and inspirational motivation for collective purpose but also demonstrating intellectual stimulation and individually considerate behaviors for individual team members” (Chun et al., 2009, p. 704).”
Exploring how instructional leadership affects teacher efficacy: A multilevel analysis (2021, background): “A number of studies found that trust in the administrator mediates the relations between transformational leadership and faculty attitudes (Chun et al., 2009; Dirks and Ferrin, 2002; Walumbwa et al, 2005).”
Embedding Ethical Leadership within and across Organization Levels (2012, background): “In addition, other potential mechanisms could be assessed in future research, such as leaders' influencing the identities of followers at lower levels (Chun et al., 2009).”