Yufan Shang

TL;DR: The authors investigated the influence of dual-level transformational leadership on three group climates, leader-member exchange (LMX), and knowledge sharing in Chinese organizations and found that group-focused leadership and individual-focused leader both facilitated knowledge sharing while the three group climate and LMX acted as mediators at the group level and individual level, respectively.

TL;DR: Wang et al. as mentioned in this paper examined the relationship between organizational culture, leadership and employee outcomes and found that supportive and task leadership styles and a persuasive influence strategy are significantly stronger than that of other leadership styles/strategies.

TL;DR: This paper examined the effect of influence behavior on organizational commitment from two relational perspectives with employees from Chinese and Western societies and found that the mediating effect is contributed mainly by leader-member exchange (LMX) not guanxi.

TL;DR: In this article, the authors investigated the impact of leader feedback on followers' knowledge-sharing behavior through a regulatory focus theory perspective, and they found that compared with leader's prevention feedback style and negative feedback valence, promotion style and positive feedback value inspire employee knowledge sharing behavior better.

TL;DR: In this article, a mediation model where authentic leadership influences student creativity through students' regulatory-focused behaviors (promotion/ nourishment vs. prevention/protection) was proposed, and the moderating roles of three leadership power sources in the relationship between authentic leadership and promotion-/prevention-focus.