Herman H M Tse
Biographic Data
| ID | 3438970 |
|---|---|
| NAME | Herman H M Tse |
| GIVEN NAMES | Herman H M |
| FAMILY NAME | Tse |
| SIGNATURE | TSE H H M |
| AFFILIATIONS | Monash University |
| ORCID | 0000-0001-8480-4732 |
| VERIFIED | Yes |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 19 |
| WORKS AS AUTHOR | 8 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2011 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 3 |
How do humble leaders unleash followers' leadership potential? The roles of workplace status and individualistic orientation
While leader‐expressed humility has received an upsurge in attention in recent years, a fundamental issue that remains unaddressed is whether leader‐expressed humility, as a bottom–up leadership approach, could indeed elevate followers' workplace status and eventually unleash their leadership potential; if so, how and when? Drawing on expectation states theory (EST) and using two multi‐wave datasets, including one from 216 one‐to‐one matched supe…
Transformational leadership and older teachers’ intention to delay retirement in China
A systematic review of at-work recovery and a framework for future research
New perspectives for studying the role of affect in interpersonal work relationships
The impetus for this special issue, which focuses on the role of affect in interpersonal work relationships, derives from recent concerns scholars have expressed about one model of interpersonal work relationships, namely, the leader–member exchange (LMX) perspective. In particular, scholars have noted that research on the role of affect in LMX is being impeded because of three factors: (1) limited theoretical frameworks, (2) insufficient researc…
The effects of employees' creative self-efficacy on innovative behavior
Examining the interpersonal process and consequence of leader–member exchange comparison
Individuals are always sensitive to their relative standing in interpersonal comparison processes of leader–member exchanges (LMXs) in teams. Little research, however, has investigated whether coworkers with a higher LMX influence the emotional and behavioral reactions of individuals with a lower LMX in different dyads. Drawing on social comparison theory and the symbolic model of procedural justice (PJ) climate, we conducted 2 independent studie…
The dyadic level of conceptualization and analysis
Despite burgeoning multilevel research in organizational behavior over the past two decades, our understanding of dyadic relationships at work remains underdeveloped. Focusing on leader–member exchange, we discuss conceptual and methodological challenges that have hampered research at this level and illustrate how and why such analysis might provide new insights. Copyright © 2015 John Wiley & Sons, Ltd
A multilevel model of emotional skills, communication performance, and task performance in teams
There is increasing research regarding the influence of emotions on teamwork. In this study, we use a multilevel approach to examine how team members' use of emotion‐related skills affects team task performance and communication performance within the team. We measured individual self‐reported emotional skills prior to team formation and then collected peer‐rated individual communication performance and independently rated team task performance e…
Examining the interpersonal process and consequence of leader–member exchange comparison
Individuals are always sensitive to their relative standing in interpersonal comparison processes of leader–member exchanges (LMXs) in teams. Little research, however, has investigated whether coworkers with a higher LMX influence the emotional and behavioral reactions of individuals with a lower LMX in different dyads. Drawing on social comparison theory and the symbolic model of procedural justice (PJ) climate, we conducted 2 independent studie…
The dyadic level of conceptualization and analysis
Despite burgeoning multilevel research in organizational behavior over the past two decades, our understanding of dyadic relationships at work remains underdeveloped. Focusing on leader–member exchange, we discuss conceptual and methodological challenges that have hampered research at this level and illustrate how and why such analysis might provide new insights. Copyright © 2015 John Wiley & Sons, Ltd
A multilevel model of emotional skills, communication performance, and task performance in teams
There is increasing research regarding the influence of emotions on teamwork. In this study, we use a multilevel approach to examine how team members' use of emotion‐related skills affects team task performance and communication performance within the team. We measured individual self‐reported emotional skills prior to team formation and then collected peer‐rated individual communication performance and independently rated team task performance e…
A multilevel model of emotional skills, communication performance, and task performance in teams
There is increasing research regarding the influence of emotions on teamwork. In this study, we use a multilevel approach to examine how team members' use of emotion‐related skills affects team task performance and communication performance within the team. We measured individual self‐reported emotional skills prior to team formation and then collected peer‐rated individual communication performance and independently rated team task performance e…
The dyadic level of conceptualization and analysis
Despite burgeoning multilevel research in organizational behavior over the past two decades, our understanding of dyadic relationships at work remains underdeveloped. Focusing on leader–member exchange, we discuss conceptual and methodological challenges that have hampered research at this level and illustrate how and why such analysis might provide new insights. Copyright © 2015 John Wiley & Sons, Ltd
The effects of employees' creative self-efficacy on innovative behavior
Examining the interpersonal process and consequence of leader–member exchange comparison
Individuals are always sensitive to their relative standing in interpersonal comparison processes of leader–member exchanges (LMXs) in teams. Little research, however, has investigated whether coworkers with a higher LMX influence the emotional and behavioral reactions of individuals with a lower LMX in different dyads. Drawing on social comparison theory and the symbolic model of procedural justice (PJ) climate, we conducted 2 independent studie…
New perspectives for studying the role of affect in interpersonal work relationships
The impetus for this special issue, which focuses on the role of affect in interpersonal work relationships, derives from recent concerns scholars have expressed about one model of interpersonal work relationships, namely, the leader–member exchange (LMX) perspective. In particular, scholars have noted that research on the role of affect in LMX is being impeded because of three factors: (1) limited theoretical frameworks, (2) insufficient researc…
A systematic review of at-work recovery and a framework for future research
Transformational leadership and older teachers’ intention to delay retirement in China
How do humble leaders unleash followers' leadership potential? The roles of workplace status and individualistic orientation
While leader‐expressed humility has received an upsurge in attention in recent years, a fundamental issue that remains unaddressed is whether leader‐expressed humility, as a bottom–up leadership approach, could indeed elevate followers' workplace status and eventually unleash their leadership potential; if so, how and when? Drawing on expectation states theory (EST) and using two multi‐wave datasets, including one from 216 one‐to‐one matched supe…
Job Satisfaction and Organizational Behavior (7 works) · Psychology (7 works) · Social Psychology (7 works) · Social Psychology (5 works) · Computer Science (3 works) · Transformational leadership (3 works) · Interpersonal communication (2 works) · Management and Organizational Studies (2 works) · Multilevel model (2 works) · Political science (2 works)