Cheng-Chen Lin
Biographic Data
| ID | 3913932 |
|---|---|
| NAME | Cheng-Chen Lin |
| GIVEN NAMES | Cheng-Chen |
| FAMILY NAME | Lin |
| SIGNATURE | LIN C |
| AFFILIATIONS | National Pingtung University of Science and Technology |
| ORCID | 0000-0002-8841-4595 |
| VERIFIED | Yes |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 6 |
| AUTHOR COUNT | 6 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2008 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 1 |
Organizational politics and employee performance in the service industry
The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors
This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after contr…
Transformational Leadership and Job Performance
This study proposed that transformational leaders use various behaviors to provoke followers' organizationally beneficial behaviors (e.g., better task performance and helping behaviors) through ignition of followers' work engagement. That is, employees who inspired by transformational leadership are more likely to immerse themselves in the work, and, in turn, this is likely to result in better task performance and helping behaviors. In this study…
A Moderated Mediation Model of Supplication Tactics Toward Coworkers and Leader–Member Exchange
Previous researchers of impression management have focused on the tactics of supervisor-targeted ingratiation, self-promotion, and exemplification, and neglected those targeting coworkers. Thus, we focused on the supplication tactics that employees use toward coworkers. Data were collected from 238 supervisor–subordinate dyads working at technology companies in Taiwan. Results showed that the higher the self-efficacy, the less likely employees we…
Explicit and implicit team coordination
We reviewed team coordination and implicit coordination theories and developed an explicit and implicit team coordination scale. After item revision of a preliminary scale had been performed by 5 experts, there were 30 items in 6 dimensions classified as explicit accountability, explicit predictability, explicit common understanding, implicit accountability, implicit predictability, and implicit common understanding. The reliability and validity …
Associations of Organizational Justice and Ingratiation With Organizational Citizenship Behavior
In this study we investigated whether the two motivational forces – social exchange and impression management – behind Organizational Citizenship Behavior (OCB) proposed by Bolino (1999) would be associated differently with an individual's OCB toward a coworker, supervisor, and organization. Organizational justice and ingratiation represented the social exchange and impression management motives, respectively. Based on the data collected from man…
Transformational Leadership and Job Performance
This study proposed that transformational leaders use various behaviors to provoke followers' organizationally beneficial behaviors (e.g., better task performance and helping behaviors) through ignition of followers' work engagement. That is, employees who inspired by transformational leadership are more likely to immerse themselves in the work, and, in turn, this is likely to result in better task performance and helping behaviors. In this study…
The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors
This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after contr…
Associations of Organizational Justice and Ingratiation With Organizational Citizenship Behavior
In this study we investigated whether the two motivational forces – social exchange and impression management – behind Organizational Citizenship Behavior (OCB) proposed by Bolino (1999) would be associated differently with an individual's OCB toward a coworker, supervisor, and organization. Organizational justice and ingratiation represented the social exchange and impression management motives, respectively. Based on the data collected from man…
Explicit and implicit team coordination
We reviewed team coordination and implicit coordination theories and developed an explicit and implicit team coordination scale. After item revision of a preliminary scale had been performed by 5 experts, there were 30 items in 6 dimensions classified as explicit accountability, explicit predictability, explicit common understanding, implicit accountability, implicit predictability, and implicit common understanding. The reliability and validity …
A Moderated Mediation Model of Supplication Tactics Toward Coworkers and Leader–Member Exchange
Previous researchers of impression management have focused on the tactics of supervisor-targeted ingratiation, self-promotion, and exemplification, and neglected those targeting coworkers. Thus, we focused on the supplication tactics that employees use toward coworkers. Data were collected from 238 supervisor–subordinate dyads working at technology companies in Taiwan. Results showed that the higher the self-efficacy, the less likely employees we…
Transformational Leadership and Job Performance
This study proposed that transformational leaders use various behaviors to provoke followers' organizationally beneficial behaviors (e.g., better task performance and helping behaviors) through ignition of followers' work engagement. That is, employees who inspired by transformational leadership are more likely to immerse themselves in the work, and, in turn, this is likely to result in better task performance and helping behaviors. In this study…
The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors
This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after contr…
Organizational politics and employee performance in the service industry
Job Satisfaction and Organizational Behavior (6 works) · Psychology (6 works) · Social Psychology (6 works) · Social Psychology (4 works) · Applied Psychology (2 works) · Business (2 works) · Impression management (2 works) · Knowledge Management and Sharing (2 works) · Moderated mediation (2 works) · Organizational citizenship behavior (2 works)