J
Jian An Zhong
Researcher at Zhejiang University
Publications - 9
Citations - 609
Jian An Zhong is an academic researcher from Zhejiang University. The author has contributed to research in topics: Job attitude & Job performance. The author has an hindex of 7, co-authored 8 publications receiving 541 citations.
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Leader-member exchange and member performance: a new look at individual-level negative feedback-seeking behavior and team-level empowerment climate.
TL;DR: Results showed that subordinates' negative feedback-seeking behavior mediated the relationship between leader-member exchange (LMX) and both objective and subjective in-role performance.
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Chinese hotel employees in the smiling masks: roles of job satisfaction, burnout, and supervisory support in relationships between emotional labor and performance
TL;DR: In this article, the authors examined how the emotional labor of hotel employees was associated with affective and behavioral outcomes, and found that surface acting was negatively related to job satisfaction but positively related to burnout.
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Effects of perceptions on LMX and work performance: Effects of supervisors' perception of subordinates' emotional intelligence and subordinates' perception of trust in the supervisor on LMX and, consequently, performance
TL;DR: Li et al. as mentioned in this paper used a longitudinal study on a sample of 285 supervisor-subordinate dyads from a manufacturing firm in China, and found that supervisor-rated emotional intelligence of subordinates positively predicts the quality of leader-member exchange (LMX).
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Relationship between leader-member exchange and organizational citizenship behaviors : examining the moderating role of empowerment
TL;DR: In this paper, the moderating role of empowerment on the relationship between leader-member exchange (LMX) quality and subordinates' organizational citizenship behavior (OCB) was addressed.
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The impact of substitutes for leadership on job satisfaction and performance
TL;DR: This paper analyzed the effects of leadership substitute factors on job satisfaction and performance of knowledge workers, based on existing studies on substitutes for leadership, and found that seven of the 13 variables of the model of substitute for leadership proposed by Kerr and Jermier (1978) had positive effects on the knowledge workers who took part in this study.