Leadership consensus as a cross-level contextual moderator of the emotional exhaustion–work commitment relationship☆

By Michael S. Cole, A. Bedeian. 2007

110 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/f38eb6881f5e18c2cb8f29e4df568dc6041f55c6

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

How does transformational leadership impact employees’ psychological strain? (2011, background): “…et al., 1995; Felfe, 2006; Seltzer et al., 1989, Sosik and Godshalk, 2000), slightly higher coefficients for burnout or emotional exhaustion (Cole and Bedeian, 2007; Dubinsky et al., 1995; Hetland et al., 2007; Seltzer et al., 1989; Stordeur et al., 2001), and for well-being (Arnold et al.,…”
Linking leader behavior and leadership consensus to team performance: Integrating direct consensus and dispersion models of group composition (2011, background): “First, it answers recent calls for research exploring whether differences in leadership consensus moderate the relationship between the general (i.e., average) behavior exhibited by a leader and team performance (e.g., Cole & Bedeian 2007; Dawson, González-Romá, Davis, & West 2008).”
Customer incivility and employee well-being: testing the moderating effects of meaning, perspective taking and transformational leadership† (2015, background): “For example, transformational leadership moderates the relationship between emotional exhaustion and work commitment in a positive way (Cole & Bedeian, 2007).”
Transformational leadership and commitment: A multilevel analysis of group-level influences and mediating processes (2010, background): “Cole and Bedeian (2007) reported consensus on transformational leadership to be a cross-level moderator of work commitment.”
Within-group agreement: On the use (and misuse) of rWG and rWG(J) in leadership research and some best practice guidelines. (2012, background): “In aggregating lower level scores to index a higher level leadership construct, a majority of leadership researchers have adopted either a direct consensus or a referent-shift consensusmodel (Cole & Bedeian, 2007).”
A Field Study of the Antecedents and Performance Consequences of Perceived Accountability (2014, background): “Thus, the theory focuses on how the environment, through social cues, assists in sense making and defining social reality, thereby resulting in relatively consistent interpretations, expectations, and behavior among members of a group (Cole & Bedeian, 2007; Zalesny & Ford, 1990).”
Organizational commitment, organization-based self-esteem, emotional exhaustion and turnover: A conservation of resources perspective (2011, background): “…the extensive usage of cross-sectional designs in prior research makes it difficult to determine whether organizational commitment is really a determinant of emotional exhaustion (e.g. Babakus et al., 1999; Cole and Bedeian, 2007; Kalliath et al., 1998; Lee and Ashforth, 1996; Schmidt, 2007).”
Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer (2009, background): “Since its introduction, transformational leadership theory (Burns, 1978) has not only become the most studied leadership theory, but also has garnered substantive support (Conger, 1999; Judge & Piccolo, 2004; Lowe et al., 1996). Hunter et al. (2007) recently suggested, however, that scholars need to”