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Chad A. Hartnell
Researcher at Georgia State University
Publications - 23
Citations - 3326
Chad A. Hartnell is an academic researcher from Georgia State University. The author has contributed to research in topics: Servant leadership & Organizational culture. The author has an hindex of 13, co-authored 20 publications receiving 2658 citations. Previous affiliations of Chad A. Hartnell include Arizona State University & J. Mack Robinson College of Business.
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Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation.
TL;DR: Results revealed that commitment to the supervisor, self-efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior.
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Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework's Theoretical Suppositions.
TL;DR: Results indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized.
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Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes.
TL;DR: In this paper, the authors use the self-concept based theory of leadership and social exchange theory to hypothesize processes linking transformational leadership to follower performance outcomes, and test results from a test of these relationships in a sample of employees of a large telecommunication company in China largely support their hypothesized model.
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Understanding transformational leadership–employee performance links: The role of relational identification and self-efficacy
TL;DR: In this paper, the authors examined how employee perceptions of relational identification with the supervisor and self-efficacy mediate the relationship between transformational leadership and supervisor-rated performance, which was then positively related to employee performance.
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An investigation of the relationships among leader and follower psychological capital, service climate, and job performance
TL;DR: This paper investigated the relationship of leader and follower psychological capital, service climate, and job performance of 79 police leaders and their direct reports (264 police followers), and found that leader psychological capital was positively related to follower performance.