Zhen Wang

Organizational Behavior and Human Resource Management · with Peng · 2012–2020

A researcher in the Science corpus: 5 papers; trusts 17 researchers and is trusted by 8 researchers here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 180 citations into it; #3,131 of 8,741 by trust here, #3,770 by citations
• Social Psychology — 108 citations into it; #10,868 of 15,694 by trust here, #7,013 by citations
• Information Systems and Management — 61 citations into it
• Sociology and Political Science — 48 citations into it
• Demography — 41 citations into it; #1,586 of 4,236 by trust here, #3,042 by citations
• Cognitive Neuroscience — 23 citations into it
• Clinical Psychology — 17 citations into it

Whom Zhen Wang trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Karl Aquino
2. Linda Klebe Treviño
3. Michael E. Brown
4. S. Hannah
5. Paul E. Spector
6. Jane M. Howell
7. Bruce J. Avolio
8. Philip M. Podsakoff
9. Marko Pitesa
10. Boas Shamir

Who trusts Zhen Wang overall

1. A. Mostafa
2. Marjolein Lips-Wiersma
3. Eman Aly Abed El-Motalib
4. Jarrod M. Haar
5. Sarah Wright
6. Owais Nazir

Papers from Zhen Wang's perspective

Ordered by how strongly the researchers Zhen Wang trusts endorse each paper. Same corpus, a different order for every researcher.

1. Transformational and transactional leadership: a meta-analytic test of their relative validity. (Journal of Applied Psychology)
2. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
3. Common method biases in behavioral research: a critical review of the literature and recommended remedies. (Journal of Applied Psychology)
4. The two faces of transformational leadership: empowerment and dependency. (Journal of Applied Psychology)
5. LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS
6. Social Learning Theory
7. Ethical leadership: A review and future directions
8. Consequences of Abusive Supervision
9. A Social Identity Theory of Leadership
10. Ethical leadership: A social learning perspective for construct development and testing

Their papers

• Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020) — 161 citations
• When and for Whom Ethical Leadership is More Effective in Eliciting Work Meaningfulness and Positive Attitudes: The Moderating Roles of Core Self-Evaluation and Perceived Organizational Support (2019) — 186 citations
• Does Self-Serving Leadership Hinder Team Creativity? A Moderated Dual-Path Model (2019) — 182 citations
• Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019) — 125 citations
• A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE, INFORMAL LEADER EMERGENCE, AND INDIVIDUAL AND TEAM PERFORMANCE (2012) — 210 citations