The distinctive effects of dual-level leadership behaviors on employees’ trust in leadership: An empirical study from China
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DOI: 10.1007/s10490-011-9280-6
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Cited by:
- I-Heng Chen & Anyi Chung, 2014. "Self-managers: Social contexts, personal traits, and organizational commitment," Asia Pacific Journal of Management, Springer, vol. 31(2), pages 621-642, June.
- Bai, Yuntao & Lin, Li & Li, Peter Ping, 2016. "How to enable employee creativity in a team context: A cross-level mediating process of transformational leadership," Journal of Business Research, Elsevier, vol. 69(9), pages 3240-3250.
- Sana Mumtaz & Chris Rowley, 2020. "The relationship between leader–member exchange and employee outcomes: review of past themes and future potential," Management Review Quarterly, Springer, vol. 70(1), pages 165-189, February.
- Ghulam Mustafa & Rune Lines, 2016. "The Emergence and Effects of Culturally Congruent Leadership: Current Status and Future Developments," Entrepreneurial Business and Economics Review, Centre for Strategic and International Entrepreneurship at the Cracow University of Economics., vol. 4(1), pages 161-180.
- Farndale, Elaine & Beamond, Maria & Corbett-Etchevers, Isabelle & Xu, Shiyong, 2022. "Accessing host country national talent in emerging economies: A resource perspective review and future research agenda," Journal of World Business, Elsevier, vol. 57(1).
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Keywords
Trust in leadership; Dual-level effect; Social exchange; Perceived organizational support; Leader–member exchange; China;All these keywords.
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