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Speaking Up When Water Is Murky: An Uncertainty-Based Model Linking Perceived Organizational Politics to Employee Voice

Journal of management, 2020-03, Vol.46 (3), p.443-469

2020

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The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence

Journal of business ethics, 2021-04, Vol.170 (1), p.133-146

2021

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Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy

Academy of Management journal, 2009-08, Vol.52 (4), p.765-778

2009

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Enhancing Cultural Intelligence: The Roles of Implicit Culture Beliefs and Adjustment

Personnel psychology, 2017-03, Vol.70 (1), p.257-292

2017

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Motivating and Demotivating Forces in Teams: Cross-Level Influences of Empowering Leadership and Relationship Conflict

Journal of applied psychology, 2011-05, Vol.96 (3), p.541-557

2011

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Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle

Journal of management, 2022-02, Vol.48 (2), p.350-379

2022

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Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination

Academy of Management journal, 2009-08, Vol.52 (4), p.744-764

2009

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Leaders’ Impulsive Versus Strategic Abuse, Goal Realization, and Subsequent Supportive Behaviors: A Self-Regulation Perspective

Journal of management, 2024-02, Vol.50 (2), p.793-825

2024

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Agency Beliefs Over Time and Across Cultures: Free Will Beliefs Predict Higher Job Satisfaction

Personality & social psychology bulletin, 2018-03, Vol.44 (3), p.304-317

2018

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Is ‘be yourself’ always the best advice? The moderating effect of team ethical climate and the mediating effects of vigor and demand–ability fit

Human relations (New York), 2021-03, Vol.74 (3), p.437-462

2021

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Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

Applied psychology, 2018-10, Vol.67 (4), p.617-644

2018

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Transformational Leadership and Voice: When Does Felt Obligation to the Leader Matter?

Journal of business and psychology, 2022-06, Vol.37 (3), p.543-555

2022

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PSYCHOLOGICAL ANTECEDENTS OF PROMOTIVE AND PROHIBITIVE VOICE: A TWO-WAVE EXAMINATION

Academy of Management journal, 2012-02, Vol.55 (1), p.71-92

2012

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Organizational Citizenship Behavior in the People's Republic of China

Organization science (Providence, R.I.), 2004-03, Vol.15 (2), p.241-253

2004

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Editorial: Taking an indigenous approach to study organizational behavior in China

Journal of organizational behavior, 2015-07, Vol.36 (5), p.613-620

2015

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Promoting group potency in project teams: The importance of group identification

Journal of organizational behavior, 2011-11, Vol.32 (8), p.1147-1162

2011

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Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

Asian journal of social psychology, 2004-04, Vol.7 (1), p.89-117

2004

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Individual-Level Cultural Values as Moderators of Perceived Organizational Support-Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality

Academy of Management journal, 2007-06, Vol.50 (3), p.715-729

2007

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Loyalty to supervisor vs. organizational commitment: Relationships to employee performance in China

Journal of occupational and organizational psychology, 2002-09, Vol.75 (3), p.339-356

2002

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Affective Trust in Chinese Leaders: Linking Paternalistic Leadership to Employee Performance

Journal of management, 2014-03, Vol.40 (3), p.796-819

2014

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Teams as Innovative Systems: Multilevel Motivational Antecedents of Innovation in R&D Teams

Journal of applied psychology, 2013-11, Vol.98 (6), p.1018-1027

2013

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Multiple Team Membership and Empowerment Spillover Effects: Can Empowerment Processes Cross Team Boundaries?

Journal of applied psychology, 2019-03, Vol.104 (3), p.321-340

2019

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Joint Effects of Group Efficacy and Gender Diversity on Group Cohesion and Performance

Applied psychology, 2004-01, Vol.53 (1), p.136-154

2004

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The motivation and inhibition of breaking the rules: Personal values structures predict unethicality

Journal of research in personality, 2015-12, Vol.59, p.69-80

2015

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Impetus for Action: A Cultural Analysis of Justice and Organizational Citizenship Behavior in Chinese Society

Administrative science quarterly, 1997-09, Vol.42 (3), p.421-444

1997

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Speaking Up When Water Is Murky: An Uncertainty-Based Model Linking Perceived Organizational Politics to Employee Voice

The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence

Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy

Enhancing Cultural Intelligence: The Roles of Implicit Culture Beliefs and Adjustment

Motivating and Demotivating Forces in Teams: Cross-Level Influences of Empowering Leadership and Relationship Conflict

Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle

Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination

Leaders’ Impulsive Versus Strategic Abuse, Goal Realization, and Subsequent Supportive Behaviors: A Self-Regulation Perspective

Agency Beliefs Over Time and Across Cultures: Free Will Beliefs Predict Higher Job Satisfaction

Is ‘be yourself’ always the best advice? The moderating effect of team ethical climate and the mediating effects of vigor and demand–ability fit

Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

Transformational Leadership and Voice: When Does Felt Obligation to the Leader Matter?

PSYCHOLOGICAL ANTECEDENTS OF PROMOTIVE AND PROHIBITIVE VOICE: A TWO-WAVE EXAMINATION

Organizational Citizenship Behavior in the People's Republic of China

Editorial: Taking an indigenous approach to study organizational behavior in China

Promoting group potency in project teams: The importance of group identification

Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

Individual-Level Cultural Values as Moderators of Perceived Organizational Support-Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality

Loyalty to supervisor vs. organizational commitment: Relationships to employee performance in China

Affective Trust in Chinese Leaders: Linking Paternalistic Leadership to Employee Performance

Teams as Innovative Systems: Multilevel Motivational Antecedents of Innovation in R&D Teams

Multiple Team Membership and Empowerment Spillover Effects: Can Empowerment Processes Cross Team Boundaries?

Joint Effects of Group Efficacy and Gender Diversity on Group Cohesion and Performance

The motivation and inhibition of breaking the rules: Personal values structures predict unethicality

Impetus for Action: A Cultural Analysis of Justice and Organizational Citizenship Behavior in Chinese Society

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