管理者企业家导向与知识型员工创造力——积极印象管理动机和专业度的双重视角

[11] Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors[J] . Saima Naseer,Usman Raja,Fauzia Syed,Magda B.L. Donia,Wendy Darr.The Leadership Quarterly . 2015

[12] INCLUSIVE LEADERSHIP AND WORK ENGAGEMENT: MEDIATING ROLES OF AFFECTIVE ORGANIZATIONAL COMMITMENT AND CREATIVITY[J] . Suk Bong Choi,Thi Bich Hanh Tran,Byung Il Park.Social Behavior and Personality . 2015 (6)

[13] Supervisor–Subordinate Relationship, Differentiation, and Employee Creativity: A Self‐Categorization Perspective[J] . Hongdan Zhao,Maura Kessel,Jan Kratzer.J Creat Behav . 2014 (3)

[14] Unpacking the cross‐level effects of tenure diversity, explicit knowledge, and knowledge sharing on individual creativity[J] . Lucy L. Gilson,Hyoun Sook Lim,Margaret M. Luciano,Jin Nam Choi.J Occup Organ Psychol . 2013 (2)

[15] Creative leaders promote creative organizations [J]. INTERNATIONAL JOURNAL OF MANPOWER, 2012, 33 (04) : 367 - 382

[16] Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context[J] . Steven Si,Feng Wei.European Journal of Work and Organizational Psychology . 2012 (2)

[17] Individual initiative, skill variety, and creativity: the moderating role of knowledge specificity and creative resources[J] . Chung-Jen Chen,Hsi-An Shih,Ya-Ching Yeh.The International Journal of Human Resource Management . 2011 (17)

[18] Employee proactivity in organizations: A comparative meta‐analysis of emergent proactive constructs[J] . Jeffrey P.Thomas,Daniel S.Whitman,ChockalingamViswesvaran.Journal of Occupational and Organizational Psychology . 2010 (2)

[19] Upper Echelons: Donald Hambrick on Executives and Strategy[and Commentary][J] . The Academy of Management Executive (1993-2005) . 2001 (3)

[20] Clarifying the entrepreneurial orientation construct and linking it to performance [J]. ACADEMY OF MANAGEMENT REVIEW, 1996, 21 (01) : 135 - 172

[11] Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors[J] . Saima Naseer,Usman Raja,Fauzia Syed,Magda B.L. Donia,Wendy Darr.The Leadership Quarterly . 2015

[12] INCLUSIVE LEADERSHIP AND WORK ENGAGEMENT: MEDIATING ROLES OF AFFECTIVE ORGANIZATIONAL COMMITMENT AND CREATIVITY[J] . Suk Bong Choi,Thi Bich Hanh Tran,Byung Il Park.Social Behavior and Personality . 2015 (6)

[13] Supervisor–Subordinate Relationship, Differentiation, and Employee Creativity: A Self‐Categorization Perspective[J] . Hongdan Zhao,Maura Kessel,Jan Kratzer.J Creat Behav . 2014 (3)

[14] Unpacking the cross‐level effects of tenure diversity, explicit knowledge, and knowledge sharing on individual creativity[J] . Lucy L. Gilson,Hyoun Sook Lim,Margaret M. Luciano,Jin Nam Choi.J Occup Organ Psychol . 2013 (2)

[15] Creative leaders promote creative organizations [J]. INTERNATIONAL JOURNAL OF MANPOWER, 2012, 33 (04) : 367 - 382

[16] Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context[J] . Steven Si,Feng Wei.European Journal of Work and Organizational Psychology . 2012 (2)

[17] Individual initiative, skill variety, and creativity: the moderating role of knowledge specificity and creative resources[J] . Chung-Jen Chen,Hsi-An Shih,Ya-Ching Yeh.The International Journal of Human Resource Management . 2011 (17)

[18] Employee proactivity in organizations: A comparative meta‐analysis of emergent proactive constructs[J] . Jeffrey P.Thomas,Daniel S.Whitman,ChockalingamViswesvaran.Journal of Occupational and Organizational Psychology . 2010 (2)

[19] Upper Echelons: Donald Hambrick on Executives and Strategy[and Commentary][J] . The Academy of Management Executive (1993-2005) . 2001 (3)

[20] Clarifying the entrepreneurial orientation construct and linking it to performance [J]. ACADEMY OF MANAGEMENT REVIEW, 1996, 21 (01) : 135 - 172