A social identity perspective on leadership and employee creativity
By Giles Hirst, Rolf van Dick, D. van Knippenberg. 2009
340 citations recorded by the source corpus.
Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/e787c90d67432e53bcc723db369375bf0494b92d
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Experimental and Cognitive Psychology
- Thomas W. H. Ng
- D. Feldman
- Winfried Ruigrok
- Dimitrios Georgakakis
- P. Greve
- M. Hogg
- D. van Knippenberg
- Andrew D. Brown
In Organizational Behavior and Human Resource Management
- M. Hogg
- D. van Knippenberg
- Thomas W. H. Ng
- S. A. Haslam
- M. Platow
- Niklas K. Steffens
- D. Feldman
- David E. Rast
In Social Psychology
- D. van Knippenberg
- M. Hogg
- S. A. Haslam
- Niklas K. Steffens
- David E. Rast
- M. Platow
- K. Munt
- Thomas W. H. Ng
Citations in the corpus
- A comparison of self-ratings and non-self-report measures of employee creativity (2012, background): “At the same time, these cultures provide explicit sanctions against individuals who are uncreative (Hirst et al., 2009b; Zhou, 2003).”
- Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, positive): “When similarity between the leader and the rest of the team is high, team members are less susceptible to interpersonal stereotyping (Mitchell et al., 2015), as they emphasize their similarities to the team’s leader rather than their differences with other members (Hirst et al., 2009).”