Innovative Behaviour: How Much Transformational Leadership Do You Need?
In: British Journal of Management, Band 29, Heft 4, S. 796-816
66 Ergebnisse
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In: British Journal of Management, Band 29, Heft 4, S. 796-816
SSRN
In: Group & organization management: an international journal, Band 34, Heft 5, S. 536-562
ISSN: 1552-3993
This article reports effects of perceived skill dissimilarity and perceived skill complementarity on dyadic helping behavior using a cross-lagged panel study. Specifically, the authors hypothesize that perceived skill dissimilarity is negatively related, whereas perceived skill complementarity is positively related, to self-rated and peer-rated dyadic helping behavior in teams. The authors compare the effects of both perceptions in a sample of 301 unilateral work relationships within 20 student research teams. The study shows that perceived skill dissimilarity is unrelated to self-rated and peer-rated dyadic helping behavior whereas perceived skill complementarity is positively related to both self-rated and peer-rated dyadic helping behavior.
In: International journal of human resource management, Band 31, Heft 22, S. 2840-2865
ISSN: 1466-4399
In: Human resource management review, Band 32, Heft 1, S. 100793
ISSN: 1053-4822
In: Human resource management review, Band 31, Heft 2, S. 100768
ISSN: 1053-4822
In: JOBR-D-22-00567
SSRN