The Impact of Problem Solving Style on Innovative Behavior - Focused on Moderating Effects of Core Self-Evaluation and Perceived Supervisory Support -

2021 ◽  
Vol 28 (1) ◽  
pp. 57-78
Author(s):  
Xun Jiang ◽  
◽  
Seong Ik Ahn ◽  
Seong Yong Kim
Keyword(s):  
Problem Solving ◽  
Supervisory Support ◽  
Innovative Behavior ◽  
Moderating Effects ◽  
Self Evaluation ◽  
Perceived Supervisory Support ◽  
Problem Solving Style ◽  
Core Self ◽  
The Impact

Enough is enough! The impact of core self-evaluation on the despotism-outcome relationship

2021 ◽  
Vol 2021 (1) ◽  
pp. 15035
Author(s):  
Jongwook Pak ◽  
Xuan Kou ◽  
Teng Liu ◽  
Seung Yeon Son
Keyword(s):  
Self Evaluation ◽  
Outcome Relationship ◽  
Core Self ◽  
The Impact

The impact of CEO core self-evaluation on the firm's entrepreneurial orientation

2010 ◽  
Vol 31 (1) ◽  
pp. 110-119 ◽  
Author(s):  
Zeki Simsek ◽  
Ciaran Heavey ◽  
John (Jack) F. Veiga
Keyword(s):  
Entrepreneurial Orientation ◽  
Self Evaluation ◽  
Core Self ◽  
The Impact

Positive group affective tone and employee work engagement: A multilevel investigation

2017 ◽  
Vol 45 (11) ◽  
pp. 1905-1918 ◽  
Author(s):  
Linlin Zhang ◽  
Nan Zhang ◽  
Yang Qiu
Keyword(s):  
Hierarchical Linear Modeling ◽  
Work Engagement ◽  
Psychological Capital ◽  
Positive Group ◽  
Affective Tone ◽  
Self Evaluation ◽  
Core Self ◽  
The Impact ◽  
Group Affective Tone ◽  
Employee Work Engagement

We investigated the impact of positive group affective tone on employee work engagement. Participants in the study were 74 research and development groups (324 employees and 74 group leaders) employed by high-technology companies in China. Hierarchical linear modeling results revealed a positive cross-level relationship between positive group affective tone and employee work engagement; this relationship was partially mediated by employee core self-evaluation. In addition, there was a positive relationship between leader psychological capital and positive group affective tone at the group level. We further found that leader psychological capital was a moderator between employee core self-evaluation and their work engagement, such that the positive association was stronger when leader psychological capital was high than when it was low. Implications for organizational and individual change are described, and recommendations for future research directions are discussed.

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