|
Adler, E., & Crawford, B. (2002). Constructing a Mediterranean region: A cultural approach. In Conference: The Convergence of Civilizations.
Agarwal, U. A., Datta, S., Blake‐Beard, S., & Bhargava, S. (2012). Linking LMX, innovative work behaviour and turnover intentions: The mediating role of work engagement. Career Development International, 17(3), 208-230. https://doi.org/10.1108/13620431211241063
Amabile, T. M. (1983). The social psychology of creativity: A componential conceptualization. Journal of Personality and Social Psychology, 45(2), 357-376. https://doi.org/10.1037/0022-3514.45.2.357
Ashforth, B. E., & Humphrey, R. H. (1995). Emotion in the workplace: A reappraisal. Human Relations, 48(2), 97-125. https://doi.org/10.1177/001872679504800201
Aycan, Z. (2006). Human resource management in Turkey. In Managing Human Resources In The Middle-east (pp. 160-179). UK: Routledge.
Bakker, A. B., & Leiter, M. P. (2010). Work engagement: A handbook of essential theory and research. Psychology press.
Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014). Burnout and work engagement: The JD–R approach. Annual Review of Organizational Psychology and Organizational Behavior, 1, 389–411. https://doi.org/10.1146/annurevorgpsych-031413-091235
Bass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26-40. https://doi.org/10.1016/0090-2616(85)90028-2
Bauer, T. N., & Green, S. G. (1996). Development of leader-member exchange: A longitudinal test. Academy of Management Journal, 39(6), 1538-1567. https://doi.org/10.5465/257068
Bhal, K. T. (2006). LMX‐citizenship behavior relationship: justice as a mediator. Leadership & Organization Development Journal, 27(2), 106-117. https://doi.org/10.1108/01437730610646615
Blau, P. (1964). Exchange and power in social life. Wiley, NY.
Brislin, R. W. (1970). Back-translation for cross-cultural research. Journal of Cross-Cultural Psychology, 1(3), 185-216. https://doi.org/10.1177/135910457000100301
Campbell, D. J., Bommer, W., & Yeo, E. (1993). Perceptions of appropriate leadership style: participation versus consultation across two cultures. Asia Pacific Journal of Management, 10, 1-19. https://doi.org/10.1007/BF01732221
Carasco-Saul, M., Kim, W., & Kim, T. (2015). Leadership and employee engagement: Proposing research agendas through a review of literature. Human Resource Development Review, 14(1), 38-63. https://doi.org/10.1177/1534484314560406
Chan, S.C.H., Mak, Wm. (2012). Benevolent leadership and follower performance: The mediating role of leader–member exchange (LMX). Asia Pacific Journal of Management, 29, 285–301. https://doi.org/10.1007/s10490-011-9275-3C
Chen, X. P., Eberly, M. B., Chiang, T. J., Farh, J. L., & Cheng, B. S. (2014). Affective trust in Chinese leaders: Linking paternalistic leadership to employee performance. Journal of Management, 40(3), 796-819. https://doi.org/10.1177/0149206311410604
Chen, T., Li, F., & Leung, K. (2017). Whipping into shape: Construct definition, measurement, and validation of directive-achieving leadership in Chinese culture. Asia Pacific Journal of Management, 34, 537-563. https://doi.org/10.1007/s10490-017-9511-6
Cheng, B. S. (1995). Paternalistic authority and leadership: A case study of a Taiwanese CEO. Bulletin of the Institute of Ethnology Academic Sinica, 79,119-73. (In Chinese).
Cheng, B. S., Chou, L. F., Wu, T. Y., Huang, M. P., & Farh, J. L. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89-117. https://doi.org/10.1111/j.1467-839X.2004.00137.x
Cheng, B.S., Wang, A. C., Huang, M.P., (2009). The Road More Popular versus the Road Less Travelled: An ‘Insider’s’ Perspective of Advancing Chinese Management Research. Management and Organization Review, 5(1):91-105. http://doi:10.1111/j.1740-8784.2008.00133.x
Cheng, C., & Yang, M. (2019). Creative process engagement and new product performance: The role of new product development speed and leadership encouragement of creativity. Journal of Business Research, 99, 215-225. https://doi.org/10.1016/j.jbusres.2019.02.067
Chiou, J. S. (2001). Horizontal and vertical individualism and collectivism among college students in the United States, Taiwan, and Argentina. The Journal of Social Psychology, 141(5), 667-678. https://doi.org/10.1080/00224540109600580
Chua, R. Y., Roth, Y., & Lemoine, J. F. (2015). The impact of culture on creativity: How cultural tightness and cultural distance affect global innovation crowdsourcing work. Administrative Science Quarterly, 60(2), 189-227. https://doi.org/10.1177/0001839214563595
Dawar, N., & Parker, P. (1994). Marketing universals: Consumers’ use of brand name, price, physical appearance, and retailer reputation as signals of product quality. Journal of Marketing, 58(2), 81-95. https://doi.org/10.1177/002224299405800207
Day, D. V., & Miscenko, D. (2015). Leader-member exchange (LMX): Construct evolution, contributions, and future prospects for advancing leadership theory. The Oxford Handbook of Leader-Member Exchange, 9-28.
Deluga, R. J. (1994). Supervisor trust building, leader‐member exchange and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 67(4), 315-326. https://doi.org/10.1111/j.2044-8325.1994.tb00570.x
Drazin, R., Glynn, M. A., & Kazanjian, R. K. (1999). Multilevel theorizing about creativity in organizations: A sensemaking perspective. Academy of Management Review, 24(2), 286-307. https://doi.org/10.5465/amr.1999.1893937
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(4), 735-744. https://doi.org/10.5465/3069307
Epitropaki, O., & Martin, R. (2005). From ideal to real: a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659. https://doi.org/10.1037/0021-9010.90.4.659
Farh, J. L., & Cheng, B. S. (2000). A cultural analysis of paternalistic leadership in Chinese organizations. Management and Organizations in the Chinese Context, 84-127.
Farh, J. L., Hackett, R. D., & Liang, J. (2007). 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, 50(3), 715-729. https://doi.org/10.5465/amj.2007.25530866
Farh, J. L., Cheng, B. S., Chou, L. F., & Chu, X. P. (2014). Authority and benevolence: Employees'' responses to paternalistic leadership in China. In China''s Domestic Private Firms: (pp. 230-260). Routledge.
Gannon, M. J. (Ed.). (2001). Cultural metaphors: Readings, research translations, and commentary. Sage.
Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161-178. https://doi.org/10.2307/2092623
Graen, G. B. (1976). Role-making processes within complex organizations. In Dunnette, M. D., Handbook of Industrial and Organizational Psychology (Ed., 1201-1245). Chicago, IL: Rand McNally.
Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175-208.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multilevel multi-domain perspective. Leadership Quarterly, 6(2), 219-247. https://doi.org/10.1016/1048-9843(95)90036-5
Guo, L., Decoster, S., Babalola, M. T., De Schutter, L., Garba, O. A., & Riisla, K. (2018). Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence. Journal of Business Research, 92, 219-230. https://doi.org/10.1016/j.jbusres.2018.07.034
Hakanen, J. J., Bakker, A. B., & Schaufeli, W. B. (2006). Burnout and work engagement among teachers. Journal of School Psychology, 43(6), 495-513. https://doi.org/10.1016/j.jsp.2005.11.001
Hall, R. J., Snell, A. F., & Foust, M. S. (1999). Item parceling strategies in SEM: Investigating the subtle effects of unmodeled secondary constructs. Organizational Research Methods, 2(3), 233-256. https://doi.org/10.1177/109442819923002
Hernandez, M., Eberly, M. B., Avolio, B. J., & Johnson, M. D. (2011). The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory. The Leadership Quarterly, 22(6), 1165-1185. https://doi.org/10.1016/j.leaqua.2011.09.009
Ho, D. Y. (1989). Socialization in contemporary mainland China. Asian Thought and Society, 14(41-42), 136-149.
Ho, D. Y. F. (1994). Filial piety, authoritarian moralism, and cognitive conservatism in Chinese societies. Genetic, social, and general psychology monographs.
Ho, D. Y. (1995). Selfhood and identity in Confucianism, Taoism, Buddhism, and Hinduism: Contrasts with the West. Journal for the Theory of Social Behaviour, 25(2), 115–134. https://doi: 10.1111/j.1468-5914.1995.tb00269.x
Hofstede, G. (1980). Motivation, leadership, and organization: do American theories apply abroad?. Organizational Dynamics, 9(1), 42-63. https://doi.org/10.1016/0090-2616(80)90013-3
Hofstede, G. (1983). The cultural relativity of organizational practices and theories. Journal of International Business Studies, 14, 75-89. https://doi.org/10.1057/palgrave.jibs.8490867
Hwang, K. K., & Chang, J. (2009). Self-cultivation: Culturally sensitive psychotherapies in Confucian societies. The Counseling Psychologist, 37(7), 1010-1032. https://doi.org/10.1177/0011000009339976
Huang, K. Y., & Mujtaba, B. G. (2010). Stress, task, and relationship orientations of Taiwanese adults: an examination of gender in this high-context culture. Journal of International Business and Cultural Studies, 3(1), 1-12.
Huang, X., Xu, E., Chiu, W., Lam, C., & Farh, J. L. (2015). When authoritarian leaders outperform transformational leaders: Firm performance in a harsh economic environment. Academy of Management Discoveries, 1(2), 180-200. https://doi.org/10.5465/amd.2014.0132
Kahn, W. A. (1992). To be fully there: Psychological presence at work. Human Relations, 45(4), 321-349. https://doi.org/10.1177/001872679204500402
Kankaraš, M., Vermunt, J. K., & Moors, G. (2011). Measurement equivalence of ordinal items: A comparison of factor analytic, item response theory, and latent class approaches. Sociological Methods & Research, 40(2), 279-310. https://doi.org/10.1177/0049124111405301
Kirkman, B. L., Chen, G., Farh, J. L., Chen, Z. X., & Lowe, K. B. (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Academy of Management Journal, 52(4), 744-764. https://doi.org/10.5465/amj.2009.43669971
Kwon, K., & Kim, T. (2020). An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model. Human Resource Management Review, 30(2), 100704. https://doi.org/10.1016/j.hrmr.2019.100704
Lanaj, K., Gabriel, A. S., & Jennings, R. E. (2023). The importance of leader recovery for leader identity and behavior. Journal of Applied Psychology, 108(10), 1717-1736. https://doi.org/10.1037/apl0001092
Liden, R. C., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23(3), 451-465. https://doi.org/10.5465/255511
Lin, Y. C. (2021). Developmental leadership: scale development, validation, and the role of development orientation. [Doctoral Dissertation]. National Sun Yat-sen University, Kaohsiung. https://hdl.handle.net/11296/fydt2x
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3-30. https://doi:10.1111/j.1754-9434.2007.0002.x
May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77(1), 11-37. https://doi.org/10.1348/096317904322915892
Mumford, M. D. (2000). Managing creative people: Strategies and tactics for innovation. Human Resource Management Review, 10(3), 313-351. https://doi.org/10.1016/S1053-4822(99)00043-1
Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13(6), 705–750. https://doi.org/10.1016/S1048-9843(02)00158-3
Palan, S., & Schitter, C. (2018). Prolific. ac—A subject pool for online experiments. Journal of Behavioral and Experimental Finance, 17, 22-27. https://doi.org/10.1016/j.jbef.2017.12.004
Pellegrini, E. K., & Scandura, T. A. (2006). Leader–member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation. Journal of International Business Studies, 37, 264-279. https://doi.org/10.1057/palgrave.jibs.8400185
Pellegrini, E. K., & Scandura, T. A. (2008). Paternalistic leadership: A review and agenda for future research. Journal of Management, 34(3), 566-593. https://doi.org/10.1177/0149206308316063
Pellegrini, E. K., Scandura, T. A., & Jayaraman, V. (2010). Cross-cultural generalizability of paternalistic leadership: An expansion of leader-member exchange theory. Group & Organization Management, 35(4), 391-420. https://doi.org/10.1177/1059601110378456
Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531-544. https://doi.org/10.1177/014920638601200408
Putnick, D. L., & Bornstein, M. H. (2016). Measurement invariance conventions and reporting: The state of the art and future directions for psychological research. Developmental Review, 41, 71-90. https://doi.org/10.1016/j.dr.2016.06.004
Rawat, P. S., & Lyndon, S. (2016). Effect of paternalistic leadership style on subordinate’s trust: an Indian study. Journal of Indian Business Research, 8(4), 264-277. https://doi.org/10.1108/JIBR-05-2016-0045
Redding, S. G., & Hsiao, M. (1990). An empirical study of overseas Chinese managerial ideology. International Journal of Psychology, 25(3-6), 629-641. https://doi.org/10.1080/00207599008247917
Reiter-Palmon, R., & Illies, J. J. (2004). Leadership and creativity: Understanding leadership from a creative problem-solving perspective. The Leadership Quarterly, 15(1), 55-77. https://doi.org/10.1016/j.leaqua.2003.12.005
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635. https://doi.org/10.5465/amj.2010.51468988
Rockstuhl, T., Dulebohn, J. H., Ang, S., & Shore, L. M. (2012). Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries. Journal of Applied Psychology, 97(6), 1097-1130. https://doi.org/10.1037/a0029978
Rosseel, Y. (2012). lavaan: An R package for structural equation modeling. Journal of Statistical Software, 48(2), 1-36. https://doi.org/10.18637/jss.v048.i02
Rousseau, D. M., & Greller, M. M. (1994). Human resource practices: Administrative contract makers. Human Resource Management, 33(3), 385-401. https://doi.org/10.1002/hrm.3930330308
Runco, M. A. (1986). Divergent thinking and creative performance in gifted and nongifted children. Educational and Psychological Measurement, 46(2), 375-384. https://doi.org/10.1177/001316448604600211
Saeed, B. B., Afsar, B., Cheema, S., & Javed, F. (2019). Leader-member exchange and innovative work behavior: The role of creative process engagement, core self-evaluation, and domain knowledge. European Journal of Innovation Management, 22(1), 105-124. https://doi.org/10.1108/EJIM-11-2017-0158
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619. https://doi.org/10.1108/02683940610690169
Schaubroeck, J. M., Shen, Y., & Chong, S. (2017). A dual-stage moderated mediation model linking authoritarian leadership to follower outcomes. Journal of Applied Psychology, 102(2), 203-214. https://doi.org/10.1037/apl0000165
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of burnout and engagement: A confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92. https://doi.org/10.1023/A:1015630930326
Scott, S. G., & Bruce, R. A. (1998). Following the leader in R&D: The joint effect of subordinate problem-solving style and leader-member relations on innovative behavior. IEEE Transactions on Engineering Management, 45(1), 3-10. https://doi.org/10.1109/17.658656
Shalley, C. E., Zhou, J., & Oldham, G. R. (2004). The effects of personal and contextual characteristics on creativity: Where should we go from here?. Journal of Management, 30(6), 933-958. https://doi.org/10.1016/j.jm.2004.06.007
Shi, D., Maydeu-Olivares, A., & Rosseel, Y. (2020). Assessing fit in ordinal factor analysis models: SRMR vs. RMSEA. Structural Equation Modeling: A Multidisciplinary Journal, 27(1), 1-15. https://doi.org/10.1080/10705511.2019.1611434
Spector, P. E., Cooper, C. L., & Sparks, K. (2001). An international study of the psychometric properties of the Hofstede Values Survey Module 1994: A comparison of individual and country/province level results. Applied Psychology, 50(2), 269-281. https://doi.org/10.1111/1464-0597.00058
Takeuchi, R., Wang, A. C., & Farh, J. L. (2020). Asian conceptualizations of leadership: Progresses and challenges. Annual Review of Organizational Psychology and Organizational Behavior, 7, 233-256. https://doi.org/10.1146/annurev-orgpsych-012119-045307
Taras, V., Steel, P., & Kirkman, B. L. (2016). Does country equate with culture? Beyond geography in the search for cultural boundaries. Management International Review, 56, 455-487. https://doi.org/10.1007/s11575-016-0283-x
Tehseen, S., Ramayah, T., & Sajilan, S. (2017). Testing and controlling for common method variance: A review of available methods. Journal of Management Sciences, 4(2), 146-175. https://doi.org/10.20547/jms.2014.1704202
Tibshirani, R. J., & Efron, B. (1993). An introduction to the bootstrap. Monographs on Statistics and Applied Probability, 57, 1-436.
Tu, W. M. (2012). Confucian spirituality in contemporary China. In F. Yang & J. B. Tamney (Eds.), Confucianism and spiritual traditions in modern China and beyond: 75–96. Leide, The Netherlands: Brill.
Uhl-Bien, M., & Maslyn, J. M. (2003). Reciprocity in manager-subordinate relationships: Components, configurations, and outcomes. Journal of Management, 29(4), 511-532. https://doi.org/10.1016/S0149-2063(03)00023-0
Ullman, J. B., & Bentler, P. M. (2012). Structural equation modeling. Handbook of Psychology, Second Edition, 2.
Wang, A. C., & Cheng, B. S. (2010). When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. Journal of Organizational Behavior, 31(1), 106-121. https://doi.org/10.1002/job.634
Wang, A. C., Chiang, J. T. J., Tsai, C. Y., Lin, T. T., & Cheng, B. S. (2013). Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance. Organizational Behavior and Human Decision Processes, 122(2), 101-113. https://doi.org/10.1016/j.obhdp.2013.06.001
Wang, A. C., Chiang, J. T. J., Chou, W. J., & Cheng, B. S. (2017). One definition, different manifestations: Investigating ethical leadership in the Chinese context. Asia Pacific Journal of Management, 34, 505-535. https://doi.org/10.1007/s10490-016-9495-7
Wang, A. C., Tsai, C. Y., Dionne, S. D., Yammarino, F. J., Spain, S. M., Ling, H. C., ... & Cheng, B. S. (2018). Benevolence-dominant, authoritarianism-dominant, and classical paternalistic leadership: Testing their relationships with subordinate performance. The Leadership Quarterly, 29(6), 686-697. https://doi.org/10.1016/j.leaqua.2018.06.002
Wang, A. C. (2019). Developmental or exploitative? How Chinese leaders integrate authoritarianism and benevolence to cultivate subordinates. Academy of Management Discoveries, 5(3), 291-313. https://doi.org/10.5465/amd.2018.0006
Wang, A. C., Chen, Y., Hsu, M. S., Lin, Y. C., & Tsai, C. Y. (2020). Role-based paternalistic exchange: explaining the joint effect of leader authoritarianism and benevolence on culture-specific follower outcomes. Asia Pacific Journal of Management, 39, 433-455. https://doi.org/10.1007/s10490-020-09732-y
Wang, A. C., Lin, Y. C., Chen, Y., & Wang, S. B. (2022). Developmental Leadership: Scale Development and Validation. Academy of Management Proceedings 2022(1), 16715. https://doi.org/10.5465/AMBPP.2022.16715abstract
Wang, A. C., Tsai, C. Y., Wang, S. B., & Dai, H. Q. (2023). When does paternalistic control positively relate to job satisfaction and citizenship behavior in Taiwan? The role of follower expectation. Journal of Applied Psychology, 108(10), 1598-1618. https://doi.org/10.1037/apl0001097
Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers'' performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420-432. https://doi.org/10.5465/amj.2005.17407908
Watkins, T., Patel, A. S., & Antoine, G. E. (2022). You are what you eat: How and when workplace healthy eating cultivates coworker perceptions and behaviors. Journal of Applied Psychology, 107(9), 1459-1478. https://doi.org/10.1037/apl0000579
Westwood, R. (1997). Harmony and patriarchy: The cultural basis for paternalistic headship among the overseas Chinese. Organization Studies, 18(3), 445-480. https://doi.org/10.1177/017084069701800305
Whitener, E. M. (2001). Do “high commitment” human resource practices affect employee commitment?: A cross-level analysis using hierarchical linear modeling. Journal of Management, 27(5), 515-535. https://doi.org/10.1016/S0149-2063(01)00106-4
Xia, Z., Yang, F., & Xu, Q. (2021). Authoritarian–benevolent leadership and its effect on graduate student creativity: the mediating role of intrinsic motivation. The Journal of Creative Behavior, 55(1), 25-38. https://doi.org/10.1002/jocb.431
Yammarino, F. (2013). Leadership: Past, present, and future. Journal of Leadership & Organizational Studies, 20(2), 149–155. http://doi:10.1177/1548051812471559
Yan, J., & Hunt, J. G. J. (2005). A cross cultural perspective on perceived leadership effectiveness. International Journal of Cross Cultural Management, 5(1), 49-66. https://doi.org/10.1177/1470595805050824
Yoo, D. K., Rao, S. S., & Hong, P. (2006). A comparative study on cultural differences and quality practices–Korea, USA, Mexico, and Taiwan. International Journal of Quality & Reliability Management, 23(6), 607-624. https://doi.org/10.1108/02656710610672452
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128. https://doi.org/10.5465/amj.2010.48037118
Zhu, W., Zheng, X., He, H., Wang, G., & Zhang, X. (2019). Ethical leadership with both “moral person” and “moral manager” aspects: Scale development and cross-cultural validation. Journal of Business Ethics, 158, 547-565. https://doi.org/10.1007/s10551-017-3740-y
|