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Destructive leader traits and the neutralizing influence of an “enriched” job

  • Published:2007-06 Issue:3 Volume:18 Page:236-251
  • ISSN:1048-9843
  • Container-title:The Leadership Quarterly
  • language:en
  • Short-container-title:The Leadership Quarterly

Author:

Schaubroeck John,Walumbwa Fred O.,Ganster Daniel C.,Kepes Sven

Publisher

Elsevier BV

Subject

Organizational Behavior and Human Resource Management,Sociology and Political Science,Applied Psychology,Business and International Management

Reference76 articles.

1. Multiple regression: Testing and interpreting interactions;Aiken,1991

2. Leader distance: A review and proposed theory;Antonakis;Leadership Quarterly,2002

3. Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behavior;Avolio;Leadership Quarterly,2004

4. Personality and organizational conflict: Effects of the Type A behavior pattern and self-monitoring;Baron;Organizational Behavior and Human Decision Processes,1989

5. Accuracy of the five-factor model in predicting perceptions of daily social interactions;Barrett;Personality & Social Psychology Bulletin,1997

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