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  1. When Mindfulness Interacts With Neuroticism to Enhance Transformational Leadership: The Role of Psychological Need Satisfaction.Anouk Decuypere, Mieke Audenaert & Adelien Decramer - 2018 - Frontiers in Psychology 9:393684.
    Transformational leadership is a popular and well-researched leadership style. Although much is understood about its positive consequences, less research has focused on antecedents of transformational leadership. In this research we draw upon self-determination theory and incorporate a self-regulatory approach to investigate if and how leader mindfulness influences transformational leadership. The analyses show that autonomy, competence and relatedness need satisfaction mediate between mindfulness and transformational leadership, indicating that mindfulness is associated with psychological need satisfaction. Furthermore, the data show that neuroticism moderates (...)
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  • Auxiliaries to Abusive Supervisors: The Spillover Effects of Peer Mistreatment on Employee Performance.Yuntao Bai, Lili Lu & Li Lin-Schilstra - 2022 - Journal of Business Ethics 178 (1):219-237.
    An accumulating amount of research has documented the harmful effects of abusive supervision on either its victims or third parties (peer abusive supervision). The abusive supervision literature, however, neglects to investigate the spillover effects of abusive supervision through third-party employees’ (i.e., peers’) mistreatment actions toward victims. Drawing on social learning theory, we argue that third parties learn mistreatment behaviors from abusive leaders and then themselves impose peer harassment and peer ostracism on victims, thereby negatively affecting victims’ performance. Further, we posit (...)
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  • Be Aware Not Reactive: Testing a Mediated-Moderation Model of Dark Triad and Perceived Victimization via Self-Regulatory Approach.Hira Salah ud din Khan, Ma Zhiqiang, Shakira Huma Siddiqui & Muhammad Aamir Shafique Khan - 2020 - Frontiers in Psychology 11:555968.
    Generally toxic employees are under performers, yet some get better salaries and excel at workplace, getting positioned at higher ranks. This research assesses the relationship between the dark triad (Narcissism, Machiavellianism, and Psychopathy) and perceived victimization with a focus on the mediating effect of abusive supervision and the moderating effect of mindfulness. The data were gathered in three waves. Both the structural equation model with partial least square and Process were used to analyze the data. The study findings suggest that (...)
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  • Mindful Learning Experience Facilitates Mastery Experience Through Heightened Flow and Self-Efficacy in Game-Based Creativity Learning.Yu-chu Yeh, Szu-Yu Chen, Elisa Marie Rega & Chin-Shan Lin - 2019 - Frontiers in Psychology 10:460587.
    To date, game-based learning programs that include comprehensive creativity skills and disposition training are still very limited. The present researchers developed a comprehensive game-based creativity learning program for fifth and sixth grade pupils. Further analysis presented relationship trends between mindful learning experience, flow experience, self-efficacy, and mastery experience. Eighty-three 5th and 6th grade participants undertook the six-week game-based creativity learning program. Upon the completion of experimental instruction, those who scored higher on the concerned variables improved more in self-evaluation of both (...)
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  • Moral Burden of Bottom-Line Pursuits: How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Ethical Leadership Practices.Rebecca L. Greenbaum, Mayowa Babalola, Matthew J. Quade, Liang Guo & Yun Chung Kim - 2020 - Journal of Business Ethics 174 (1):109-123.
    Drawing on theoretical work on humans’ adaptive capacity, we propose that supervisors’ perception of top management’s high bottom-line mentality (BLM) has a dysfunctional effect on their ethical leadership practices. Specifically, we suggest that these perceptions hinder supervisors’ empathy, which eventuates in less ethical leadership practices. We also investigate, in a first-stage moderated mediation model, how supervisors high in trait mindfulness are resistant to the ill effects of perceptions of top management’s high BLM. Supervisors high (versus low) in this trait are (...)
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  • Moral Burden of Bottom-Line Pursuits: How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Ethical Leadership Practices.Rebecca L. Greenbaum, Mayowa Babalola, Matthew J. Quade, Liang Guo & Yun Chung Kim - 2020 - Journal of Business Ethics 174 (1):109-123.
    Drawing on theoretical work on humans’ adaptive capacity, we propose that supervisors’ perception of top management’s high bottom-line mentality (BLM) has a dysfunctional effect on their ethical leadership practices. Specifically, we suggest that these perceptions hinder supervisors’ empathy, which eventuates in less ethical leadership practices. We also investigate, in a first-stage moderated mediation model, how supervisors high in trait mindfulness are resistant to the ill effects of perceptions of top management’s high BLM. Supervisors high (versus low) in this trait are (...)
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