Virtuous Creativity: The Effects of Leader Behavioural Integrity on Follower Creative Thinking and Risk Taking
By Michael E. Palanski, G. Vogelgesang. 2011
88 citations recorded by the source corpus.
Subfields: Experimental and Cognitive Psychology, Information Systems and Management, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/e991ecb780d6f67dc77443d604013d80ad321b08
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In Experimental and Cognitive Psychology
In Information Systems and Management
In Organizational Behavior and Human Resource Management
- R. Kark
- O. Epitropaki
- C. Mainemelis
- Bilian Lin
- Gordon Wang
- Rick D. Hackett
- D. van Knippenberg
- R. Lord
Citations in the corpus
- Creative Leadership: A Multi-Context Conceptualization† (2015, background): “Palanski and Vogelgesang (2011) conducted an online experiment and showed that followers’ perceptions of leader’s 416 † The Academy of Management Annals”
- Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance (2016, background): “Ignoring andmanipulating are unlikely to strengthen employees' identification with the leader or the unit (Amabile, Barsade, Mueller, & Staw, 2005), and the manipulating response may promote detachment or/and alienation (Liu et al., 2012; Palanski & Vogelgesang, 2011).”
- Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good (2016, background): “Virtue ethics, as one of the three leading moral philosophies (the others being deontology and teleology; Palanski and Vogelgesang, 2011), has its roots in both the ancient Greek civilization, especially in Aristotelianism (MacIntyre, 1984) and in Confucianism (Chan, 2003).”