M. Diebig

Organizational Behavior and Human Resource Management · 2016

A researcher in the Science corpus: 1 paper; trusts 3 researchers and is trusted by 0 researchers here, as inferred from the citation graph.

Subfields

Whom M. Diebig trusts overall

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

  1. John J. Sosik
  2. John Antonakis
  3. Veronica M. Godshalk
  4. George P. Chrousos
  5. Jens Rowold
  6. K. Nielsen
  7. D. van Knippenberg
  8. R. House
  9. A. Skogstad
  10. Daniel C. Ganster

Papers from M. Diebig's perspective

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

  1. A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board?
  2. The Full-Range Leadership Theory: The Way Forward
  3. The destructiveness of laissez-faire leadership behavior. (Journal of Occupational Health Psychology)
  4. Leadership styles, mentoring functions received, and job‐related stress: a conceptual model and preliminary study
  5. Stress and disorders of the stress system (Nature Reviews Endocrinology)
  6. How do transformational leaders influence followers' affective well-being? Exploring the mediating role of self-efficacy
  7. Is Transformational Leadership Healthy for Employees? A Multilevel Analysis in 16 Nations
  8. Instrumental leadership: Measurement and extension of transformational–transactional leadership theory
  9. Work Stress and Employee Health
  10. Transformational and transactional leadership: a meta-analytic test of their relative validity. (Journal of Applied Psychology)

Their papers