Chad A Hartnell
Biographic Data
| ID | 3426315 |
|---|---|
| NAME | Chad A Hartnell |
| GIVEN NAMES | Chad A |
| FAMILY NAME | Hartnell |
| SIGNATURE | HARTNELL C A |
| AFFILIATIONS | Georgia State University |
| ORCID | 0000-0002-4977-6112 |
| VERIFIED | Yes |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 19 |
| WORKS AS AUTHOR | 8 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2004 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 1 |
When Charismatic Leadership Loses its Luster
We develop a multilevel framework that examines the simultaneous co-occurrence of charismatic leadership and abusive supervision and how they jointly diminish followers’ prosocial motivation. Furthermore, we tested a mediated moderation model to examine whether followers’ prosocial motivation mediates the link between charismatic leadership and followers’ citizenship behavior under high and low levels of abusive supervision. Results from a field …
The Influence of Servant Leadership on Internal Career Success
Servant leadership's positive effects on employee attitudes and motivations are well-documented. However, it remains unclear how and whether the employee beneficiaries of servant leadership choose to remain and thrive with their current employer. Would employees remain with employers and advance within their organizations after exposure to servant leadership, or is it possible that the advantages gained make them more inclined to explore better o…
Manufacturing Motivation in the Mundane
Taking Stock of Moral Approaches to Leadership
Moral forms of leadership such as ethical, authentic, and servant leadership have seen a surge of interest in the 21st century. The proliferation of morally based leadership approaches has resulted in theoretical confusion and empirical overlap that mirror substantive concerns within the larger leadership domain. Our integrative review of this literature reveals connections with moral philosophy that provide a useful framework to better different…
Organizational culture and organizational effectiveness
Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior
This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors 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. Cross-level interaction results rev…
Organizational justice, voluntary learning behavior, and job performance
This paper presents and tests an integrative model of voluntary learning behavior. Drawing on social exchange theory, we argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader–member exchange (LMX) relationship with their supervisor. We further argue that organizational identification is enhanced by both distributive and procedural fairness, whereas …
The inpatriation of foreign healthcare workers
Organizational justice, voluntary learning behavior, and job performance
This paper presents and tests an integrative model of voluntary learning behavior. Drawing on social exchange theory, we argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader–member exchange (LMX) relationship with their supervisor. We further argue that organizational identification is enhanced by both distributive and procedural fairness, whereas …
The inpatriation of foreign healthcare workers
Organizational justice, voluntary learning behavior, and job performance
This paper presents and tests an integrative model of voluntary learning behavior. Drawing on social exchange theory, we argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader–member exchange (LMX) relationship with their supervisor. We further argue that organizational identification is enhanced by both distributive and procedural fairness, whereas …
Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior
This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors 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. Cross-level interaction results rev…
Organizational culture and organizational effectiveness
Taking Stock of Moral Approaches to Leadership
Moral forms of leadership such as ethical, authentic, and servant leadership have seen a surge of interest in the 21st century. The proliferation of morally based leadership approaches has resulted in theoretical confusion and empirical overlap that mirror substantive concerns within the larger leadership domain. Our integrative review of this literature reveals connections with moral philosophy that provide a useful framework to better different…
Manufacturing Motivation in the Mundane
When Charismatic Leadership Loses its Luster
We develop a multilevel framework that examines the simultaneous co-occurrence of charismatic leadership and abusive supervision and how they jointly diminish followers’ prosocial motivation. Furthermore, we tested a mediated moderation model to examine whether followers’ prosocial motivation mediates the link between charismatic leadership and followers’ citizenship behavior under high and low levels of abusive supervision. Results from a field …
The Influence of Servant Leadership on Internal Career Success
Servant leadership's positive effects on employee attitudes and motivations are well-documented. However, it remains unclear how and whether the employee beneficiaries of servant leadership choose to remain and thrive with their current employer. Would employees remain with employers and advance within their organizations after exposure to servant leadership, or is it possible that the advantages gained make them more inclined to explore better o…
Job Satisfaction and Organizational Behavior (6 works) · Political science (6 works) · Psychology (6 works) · Public relations (5 works) · Social Psychology (5 works) · Servant leadership (4 works) · Workplace Spirituality and Leadership (4 works) · Economics (3 works) · Management and Organizational Studies (3 works) · Organizational commitment (3 works)