Work Regulatory Focus Scale

Neubert, Mitchell J.; Kacmar, K. Michele; Carlson, Dawn S.; Chonko, Lawrence B.; Roberts, James A.

doi:10.1037/t08673-000

Cited by 9 publications

(12 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…As shown in Table 2, the five-factor model containing a common method factor improved the model fit significantly ([Δχ 2 /df =19.16, p < 0.01], which suggests that CMV is present in our data. To further examine the influence of CMV, we follower prior studies and calculated the variance explained by the method factor (Neubert, Kacmar, Carlson, Chonko, & Roberts, 2008;Porter, Woo, & Campion, 2016). We found that the method factor explained 18% of the total variance, which is lower than the amount usually found in similar studies (cf.…”

Section: Preliminary Analysesmentioning

confidence: 87%

Service Leadership, Work Engagement, and Service Performance: The Moderating Role of Leader Skills

Zheng

Graham

Epitropaki

et al. 2019

Group & Organization Management

View full text Add to dashboard Cite

Using social learning theory, the job demands-resources model and idiosyncrasy credit theory, the present study casts additional light on the explanatory mechanisms underlying the effects of service leadership on service performance. We examine employee work engagement as an important mediator of this relationship and explore the moderating role of leader task-based professional and managerial skills on the indirect relationship between service leadership and service performance via work engagement. Drawing upon 903 leader–follower dyads nested in 187 teams, with data collected from two sources, we find that after controlling for transformational leadership, follower work engagement mediates the relationship between service leadership and follower service performance. Furthermore, the results support the moderating role of leader task-based professional skills, but not of managerial skills. Specifically, the indirect effect of service leadership on service performance via work engagement is stronger when leaders display high levels of task-based professional skills. Theoretical and practical implications of these findings are discussed.

show abstract

Section: Preliminary Analysesmentioning

confidence: 87%

Service Leadership, Work Engagement, and Service Performance: The Moderating Role of Leader Skills

Zheng

Graham

Epitropaki

et al. 2019

Group & Organization Management

View full text Add to dashboard Cite

show abstract

“…The boundary conditions of authentic leadership should also be studied when assessing empirical questions of when and how authentic leadership influences followers' performance outcomes. Many past leadership studies have considered boundary conditions during empirical testing (Howell & Hall-Merenda, 1999;Avolio, Zhu, Koh et al, 2004;Howell, Neufeld, & Avolio, 2005;Neubert, Carlson, Kacmar, Roberts, & Chonko, 2009;Avey, Palanski, & Walumbwa, 2011).…”

Section: List Of Figuresmentioning

confidence: 99%

Authentic Leadership and Employee Outcomes: Examining Mediating Effects

Yeung

Huang

Snape

et al. 2015

AMPROC

View full text Add to dashboard Cite

I would like to express my sincere gratitude to Dr Emily Huang, my principal supervisor, for her invaluable coaching and encouragement through the research and thesis writing processes. I would also like to express my sincere thanks to Prof. Edward Snape, my secondary supervisor, for his guidance, precious comments, advice and encouragement on my research proposal, thesis development and the thesis writing process. His prompt responses support and practical contributions, all the way from the United Kingdom, kept the project moving towards completion. My gratitude is also extended to all of the DBA members of the Business School of Hong Kong Baptist University, who taught me the necessary research skills and techniques and provided me with the facilities needed to thrive in and complete this DBA journey. My gratitude is extended to all of the employees of the business organisations that participated in my data collection process. The process went remarkably smoothly, considering that most of the participants work outdoors, on different schedules and at different venues. Without their kind support, my research would not have been completed so quickly. Last but not least, I am indebted to my wife, Brenda So, and my daughter, Adelyne Yeung, for their continuous patience and support during the past six years. Undertaking part-time DBA study at my age, on top of many social commitments and business engagements, was not an easy journey. I spent most of my weekends, public holidays and travelling time reading journals and working on this thesis. Both Brenda and Adelyne sacrificed family time with me to allow me to focus on this journey. vi Without their sacrifices, I would not have been able to complete my DBA study, which has long been one of my career goals. My only regret is that my 93 year old mother passed away last year and did not live to see my achievement. I trust that she shares in my joy from heaven, with God.

show abstract

“…Whereas the general definition of virtues can be established with reference to its origins in Aristotle, virtues as they apply to organizations and the disciplines of management, organizational behavior, psychology, organization theory, and strategy need further discussion of their relation to core constructs (Neubert, Carlson, Kacmar, Roberts, & Chonko, 2009). On an individual level, virtue ethics can provide insight into how managers and business leaders behave and make decisions.…”

Section: Introductionmentioning

confidence: 99%