Why Are Abusive Supervisors Abusive? A Dual-system Self-control Model
By L. Liang, Huiwen Lian, Douglas J. Brown, D. L. Ferris, Samuel Hanig, Lisa M. Keeping. 2016
212 citations recorded by the source corpus.
Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/e71fd393d37c6272d142e9bcc788f21fb5d0dfc7
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
- Anouk Decuypere
- Wilmar B. Schaufeli
- Kathleen D. Vohs
- A. Hafenbrack
- Arnold B. Bakker
- Roy F. Baumeister
- Evangelia Demerouti
- D. Sherman
In Organizational Behavior and Human Resource Management
- Anouk Decuypere
- Wilmar B. Schaufeli
- Kathleen D. Vohs
- A. Hafenbrack
- Arnold B. Bakker
- Evangelia Demerouti
- Toon W. Taris
- Osman M. Karatepe
In Social Psychology
- Anouk Decuypere
- Wilmar B. Schaufeli
- Kathleen D. Vohs
- A. Hafenbrack
- Evangelia Demerouti
- Arnold B. Bakker
- S. Rothmann
- Toon W. Taris
Citations in the corpus
- Mindfulness Meditation Impairs Task Motivation but Not Performance (2018, background): “Trait mindfulness, a chronic disposition towards focusing on the present moment in a nonjudgmental and accepting fashion, predicts leadership outcomes (Reb, Narayanan, & Chaturvedi, 2014), ethical and prosocial behaviors (Gu, Zhong, & PageGould, 2013; Reb, Narayanan, & Ho, 2015; Ruedy & Schweitzer, ”
- Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “With regard to the interpersonal context, the level of LMX (Uhl-Bien, 2006) or the attitude toward each other, as, for example, exemplified in leader hostility toward employees (Liang et al., 2016) may influence the leadership– engagement relationship.”