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  1.  6
    Quality evaluation of entrepreneurship education in higher education based on CIPP model and AHP-FCE methods.Xinqiao Fan, Siyu Tian, Zhenglan Lu & Yirong Cao - 2022 - Frontiers in Psychology 13.
    Entrepreneurship education has become an important component of higher education development. The purpose of this study is to evaluate entrepreneurship education and determine the extent of satisfaction with the education program. Firstly, based on the CIPP model, this article theoretically analyzes the factors affecting the quality of entrepreneurship education in colleges and universities, and clarifies the keys to improve that education quality. On this basis, using analytic hierarchy process and fuzzy comprehensive evaluation method, the evaluation index system and fuzzy evaluation (...)
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  2.  6
    High-level talents’ perceive overqualification and withdrawal behavior: A power perspective based on survival needs.Caiyun Huang, Siyu Tian, Rui Wang & Xue Wang - 2022 - Frontiers in Psychology 13.
    Based on the power basis theory, this study examined the relationship between high-level talents’ perceived overqualification and withdrawal behavior and the mediating role of sense of power. We also analyze the boundary effects of protected values and being trusted. The hypotheses of this study were tested through questionnaires gathered across three phases over 3 months from 371 high-level talents from 6 enterprises, 5 governments, and 13 universities in China. Hierarchical regression analyses and bootstrapping appraisals showed that: POQ has a positive (...)
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    Trickle-down effects of temporal leadership: The roles of leadership perspective and identification with leader.Yingying Zhang, Zhonghui Hu, Siyu Tian, Chunyang Zhou & Yi Ding - 2022 - Frontiers in Psychology 13.
    Based on social learning theory and the trickle-down effects, in which behavioral patterns cascade from one management level to the next, we attempt to answer whether upper-level managers’ temporal leadership can be transferred to lower-level managers to form their temporal leadership, and what the mediating mechanisms and boundary conditions for this occurrence are. By analyzing the data from 234 middle-level managers and 686 junior managers/employees, we found that top managers’ temporal leadership was positively associated with middle-level managers’ temporal leadership through (...)
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