This study examined connections between elements of Leader-Member-Exchange (LMX) relationships, trust and confidence in performance appraisal processes, and constructive deviant behavior. We offer an introductory discussion regarding the nature of LMX, attitudes towards performance appraisal,...

The workplace is complex, comprising many entities (abstract and tangible) - affective states, attitudes, and perceptions, but also workers and managers themselves and their behaviors. Understanding the link between them is vital for organizational prosperity. In the current paper, the...

The conceptual base of behavioural preferences for leadership can be found in Implicit Leadership Theories (ILTs). In a series of three studies, we examined both ILTs and expectations for leader behaviour for the purpose of examining the degree of fit between ILTs and associated expectations. In...

Drawing on the recent locus and mechanism models of leadership (Eberly, Johnson, Hernandez & Avolio, 2013), the purpose of this paper is to begin to explore the role of leadership styles from two different loci standpoints - (1) dyadic-focused, transformational leadership; and (2)...

An in depth review of literature shows there exists a pressing need to understand how and the organizational leadership process affects differently organizational behavior in outcomes (e.g. job performance) various national culture settings. One approach may seek to unveil the mediation of...