Author
T. K. Peng
Other affiliations: College of Business Administration
Bio: T. K. Peng is an academic researcher from I-Shou University. The author has contributed to research in topics: Procedural justice & Leadership style. The author has an hindex of 9, co-authored 14 publications receiving 2348 citations. Previous affiliations of T. K. Peng include College of Business Administration.
Papers
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VU University Amsterdam1, University of Pennsylvania2, University of Maryland, Baltimore3, Cornell University4, New Mexico State University5, Qatar Airways6, Louisiana Tech University7, Université du Québec8, Stockholm School of Economics9, University of Buenos Aires10, University of Alberta11, University of Indonesia12, University of Queensland13, Bellevue University14, London Business School15, Western Illinois University16, University of Memphis17, Fudan University18, Boğaziçi University19, University of Reading20, University of South Africa21, Athens University of Economics and Business22, Ludwig Maximilian University of Munich23, University of Calgary24, University of Burgundy25, National Sun Yat-sen University26, Hong Kong Polytechnic University27, Indian Institute of Management Ahmedabad28, City University of Hong Kong29, Lincoln University (New Zealand)30, University of Lethbridge31, Wayne State University32, University College Dublin33, Indiana University34, Kuwait University35, Technion – Israel Institute of Technology36, University of Giessen37, The Chinese University of Hong Kong38, University of Zurich39, Fordham University40, Complutense University of Madrid41, University of Nebraska–Lincoln42, INCAE Business School43, National University of Malaysia44, Opole University45, Hong Kong Baptist University46, Tbilisi State University47, Ohio State University48, University of Wrocław49, Alexandria University50, University of San Francisco51, Melbourne Business School52, Bentley University53, University of Los Andes54, I-Shou University55, Johannes Kepler University of Linz56, International Labour Organization57, Smith College58, Copenhagen Business School59, Chungnam National University60, National University of Singapore61, Tilburg University62, Hong Kong University of Science and Technology63, Thammasat University64, Sewanee: The University of the South65, FernUniversität Hagen66, Soochow University (Suzhou)67, University of St. Gallen68, Kumamoto University69
TL;DR: In this paper, the authors focus on culturally endorsed implicit theories of leadership (CLTs) and show that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership.
Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.
1,227 citations
Arizona State University1, University of Pennsylvania2, Complutense University of Madrid3, University of Illinois at Chicago4, Tripura University5, New Mexico State University6, Nagaland University7, Istanbul Technical University8, The Chinese University of Hong Kong9, Western Illinois University10, Pontifícia Universidade Católica de Minas Gerais11, Simmons College12, University of Amsterdam13, VU University Amsterdam14, Kaohsiung Medical University15, University of Ljubljana16, Chemnitz University of Technology17, National Pingtung University of Science and Technology18, Renmin University of China19, Universidad Francisco Marroquín20, Regent University21, Athens University of Economics and Business22, I-Shou University23, Texas A&M International University24, Villanova University25, Sultan Qaboos University26, Fundação Dom Cabral27, Tilburg University28, University of Twente29
TL;DR: In this paper, the cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making were examined, and the cultural dimensions of institutional collectivism and power distance were found to predict social responsibility value on the part of top management team members.
Abstract: This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values.
668 citations
01 Apr 2009
TL;DR: In this paper, two conceptually distinct mechanisms were proposed to explain how different procedural justice effects are manifested and tested a model in which two bases of trust mediated the effects of supervisory procedural justice.
Abstract: We tested a model in which two bases of trust mediated the effects of supervisory procedural justice. Two conceptually distinct mechanisms were proposed to explain how different procedural justice effects are manifested. Structural equation modeling results using 203 individuals with matched supervisory ratings from a cross-section of organizations located in Taiwan supported our model. Cognitive trust mediated the relations of supervisory procedural justice with performance and job satisfaction, whereas affective trust mediated relations between supervisory procedural justice and helping behavior at work.
203 citations
TL;DR: In this paper, a review of cross-national management articles published in 24 major management-related journals from 1981 to 1987 is presented, which indicates increasing methodological sensitivity, complexity, and sophistication as compared to that found in earlier reviews.
Abstract: Cross-national management articles published in 24 major management-related journals from 1981 to 1987 are reviewed. The methods used in the quantitative articles are categorized according to the characteristics of the research sites, data, and analytical methods. The review indicates increasing methodological sensitivity, complexity, and sophistication as compared to that found in earlier reviews. Improvement in the field could occur through improved understanding of the inherent limitations in cross-cultural equivalence and through increased attention to qualitative analysis as a means to handle the ‘etic-emic’ dilemma.
166 citations
TL;DR: The results indicated that group power distance moderated the relationships between procedural justice climate and individual-level outcomes (organizational commitment and organization-directed citizenship behavior).
Abstract: In this article, the authors extend research on the cross-level effects of procedural justice climate by theorizing and testing its interaction with group power distance. The results indicated that group power distance moderated the relationships between procedural justice climate and individual-level outcomes (organizational commitment and organization-directed citizenship behavior). More specifically, a larger group power distance was found to attenuate the positive cross-level effects of procedural justice climate. Implications for procedural justice climate research are discussed.
161 citations
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TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.
3,547 citations
TL;DR: In this article, a literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership).
Abstract: Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.
2,542 citations
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02 Nov 1990TL;DR: The article proposes an integration of climate and culture thinking and research and concludes with practical implications for the management of effective contemporary organizations.
Abstract: Organizational climate and organizational culture theory and research are reviewed. The article is first framed with definitions of the constructs, and preliminary thoughts on their interrelationships are noted. Organizational climate is briefly defined as the meanings people attach to interrelated bundles of experiences they have at work. Organizational culture is briefly defined as the basic assumptions about the world and the values that guide life in organizations. A brief history of climate research is presented, followed by the major accomplishments in research on the topic with regard to levels issues, the foci of climate research, and studies of climate strength. A brief overview of the more recent study of organizational culture is then introduced, followed by samples of important thinking and research on the roles of leadership and national culture in understanding organizational culture and performance and culture as a moderator variable in research in organizational behavior. The final section of the article proposes an integration of climate and culture thinking and research and concludes with practical implications for the management of effective contemporary organizations. Throughout, recommendations are made for additional thinking and research.
2,406 citations
TL;DR: In this paper, the authors review team research that has been conducted over the past 10 years and discuss the nature of work teams in context and note the substantive differences underlying different types of teams.
1,985 citations