Leadership effectiveness, leadership style and employee readiness

By Jui-chen Chen, C. Silverthorne. 2005

235 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/edb1935cdd76f8a28ebcdcb36f9b8676a915748d

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

1. K. Nielsen
2. F. Mendes
3. Modesta Majauskaitė
4. J. Guzmán
5. J. Skakon
6. Ya-Yuan Chang
7. Ming-Chun Tsai
8. Ching-Chan Cheng

In Strategy and Management

1. Modesta Majauskaitė
2. F. Mendes
3. K. Nielsen
4. Marius W. Stander
5. Raimonda Alonderienė

Citations in the corpus

• Leadership Style and Job Satisfaction in Higher Education Institutions. (2016, background): “Chen and Silverthorne (2005) prove that employees Dependent variables Job satisfaction Extrinsic factors Intrinsic factors Perceived leadership 0.699** 0.704** 0.684** R2 0.489 0.496 0.469 Adj R2 0.478 0.486 0.459 F 48.71** 52.06** 47.62** Note: **p-valueo0.”
• The role of leadership styles on staff's job satisfaction in public organizations (2014, unknown): “…and importance of satisfaction as basic human needs, there is a considerable research about this fact and the findings shown that leadership styles and job satisfaction have significant relationship (Cable & Judge, 2003; Chen & Silverthorne, 2005; Rad & Yarmoham-madian, 2006; Sancar, 2013).”
• Drivers of hospitality industry employees' job satisfaction, organizational commitment and job performance (2010, background): “In addition, many studies have found close relationships between leadership, employee satisfaction, organizational commitment and job performance (Billingsley and Cross, 1992; Yammarino and Dubinsky, 1994; Burton et al., 2002; Avolio et al., 2004; Chen and Silverthorne, 2005).”
• Positive organisation : the role of leader behaviour in work engagement and retention : original research (2011, background): “Furthermore, leadership behaviours have a strong influence on employee and organisational outcomes (Chen & Silverthorne, 2005), including work engagement and turnover intention.”
• Are leaders' well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010, background): “Finally, situational leadership was only found to be related to job satisfaction and affective well-being in employees who were engaged in their job (Chen & Silverthorne, 2005).”