Implications of core self-evaluations for a changing organizational context

By T. Judge, J. Kammeyer-Mueller. 2011

182 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/fca14b2c011bf27210af76616d4203eb596d41be

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Core Self-Evaluations and Employee Voice Behavior (2017, methodology): “In summary, consistent with the extant research relating CSE to employee performance (Chang et al., 2012; Ferris et al., 2011; Judge & Kammeyer-Mueller, 2011; Neubert et al., 2008), the expectation is for CSE to relate to voice behavior.”
Linking core self-evaluation and emotional exhaustion with workplace loneliness: does high LMX make the consequence worse? (2019, background): “Individuals with high CSE have approach temperament; as a result, they appraise their workplaces positively (Judge & Kammeyer-Mueller, 2011) and are better at coping with external constraints and thus, experience better emotions and attitudes.”
Career adaptivity, adaptability, and adapting: A conceptual and empirical investigation (2015, background): “Due to their positive selfappraisal, people with high CSE can be expected to be more ambitious and confident in their career and to be more actively engaged in self-initiated career planning as well as in exploration and job search behaviors (Judge & Kammeyer-Mueller, 2011).”
When Does Ethical Leadership Affect Workplace Incivility?: The Moderating Role of Follower Personality (2014, background): “…levels can affect the extent to which leader behavior impacts social learning and, consequently, a variety of work behaviors more broadly (e.g., see Judge & Kammeyer-Mueller, 2011; Kacmar, Collins, Harris, & Judge, 2009), we anticipated that CSE would similarly influence the relationship between…”
Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “Huang et al. (2016) name distinct behavioral aspects of SL. Parris and Peachey (2012a), however, argue that servant leadership goes beyond pure actions and behavior and recognize it as a leadership philosophy.”
A new substitute for leadership? Followers' state core self-evaluations (2013, background): “The idea of a state-based conceptualization of CSE (Judge & Kammeyer-Mueller, 2004, 2011) is quite new and may, at first glance, seem contradictory to the original conceptualization of CSE as a stable trait (Judge, Locke, & Durham, 1997).”