2012
DOI: 10.1016/j.leaqua.2011.12.004
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RETRACTED: The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts

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Cited by 109 publications
(101 citation statements)
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References 69 publications
(105 reference statements)
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“…Contrary to the studies of Russell (2014), our findings showed that an ethical leadership style and customer-related burnout do not interrelate. On the other hand, the obtained results confirm the findings of Bouchamma & Brie (2014), Peterson et al (2012), Kanste et al (2007). Such results can be explained by an ethical manager's behavior.…”
Section: Discussionsupporting
confidence: 89%
See 1 more Smart Citation
“…Contrary to the studies of Russell (2014), our findings showed that an ethical leadership style and customer-related burnout do not interrelate. On the other hand, the obtained results confirm the findings of Bouchamma & Brie (2014), Peterson et al (2012), Kanste et al (2007). Such results can be explained by an ethical manager's behavior.…”
Section: Discussionsupporting
confidence: 89%
“…This leads to a positive assessment of a manager. In order to reduce the probability of burnout, a positive assessment of a leader and safety are very important (Kanste, Kyngas, & Nikkila, 2007;Bouchamma & Brie, 2014;Peterson, Walumbwa, Avolio, & Hannah, 2012). Based on these theoretical arguments and empirical evidence, this study generates the following hypothesis: 2.…”
Section: Importance Of An Ethical Leadership Style For the Relationshmentioning
confidence: 96%
“…In this case, cooperation contained the common actions, objectives, and value of both parties, and both parties were dependent. Peterson et al (2012) regarded cooperation as both parties establishing and managing the relationship through cognition and expectation and achieving the ideal in the working or task completing processes. Robbins and Judge (2014) pointed out cooperation as two or more individuals acting coordinately to achieve the common objective in order to enhance the results beneficial to the person and the others.…”
Section: Leadershipmentioning
confidence: 99%
“…A liderança autêntica (Avolio & Mhatre, 2012), outro construto emblemático dos estudos organizacionais positivos, é um antecedente importante (Peterson, Walumbwa, Avolio, & Hannah, 2012;Rego, Sousa, Marques, & Cunha, 2012a;Walumbwa, Luthans, Avey, & Oke, 2011). Por conseguinte, importa desenvolver, nos líderes, a sua ação ética e a sua capacidade de relacionamento transparente com os liderados.…”
Section: Resiliênciaunclassified