Zhining Wang
Biographic Data
| ID | 4011021 |
|---|---|
| NAME | Zhining Wang |
| GIVEN NAMES | Zhining |
| FAMILY NAME | Wang |
| SIGNATURE | WANG Z |
| AFFILIATIONS | China University of Mining and Technology |
| ORCID | 0000-0001-9830-0842 |
| VERIFIED | Yes |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 1 |
| WORKS AS AUTHOR | 9 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2020 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
A self-protection perspective on the antecedents of exploitative leadership
Coping with the Threat? Investigating How and When Negative Performance Feedback Leads to Supervisor Bottom-line Mentality
Although existing research has explored the outcomes of supervisor bottom-line mentality (SBLM) extensively, its antecedents remain underexplored. Drawing on threat rigidity theory, we investigate how and when negative performance feedback (NPF) leads to SBLM. We conceptualize SBLM as a state-like variable and propose that supervisors feel threatened when receiving NPF from directors, which in turn leads to SBLM. We further propose that competiti…
Supervisor bottom-line mentality and their family ostracism
The dark side of after-hours technology-mediated interruptions for supervisors
How does exploitative leadership shape employee’s workplace venting
Employee Ethical Silence Under Exploitative Leadership
Employees remaining silent about ethical aspects of work or organization-related issues, termed employee ethical silence, perpetuates misconduct in today’s business setting. However, how and why it occurs is not yet well specified in the business ethics literature, which is insufficient to manage corporate misconducts. In this research, we investigate how and when exploitative leadership associates with employee ethical silence. We draw from the …
Comment on “Is Yuan in China’s Three Gorges a Gibbon or a Langur?”
Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity
Based on input–process–outcome model and contingency theory, we develop a research model that depicts the influence of coworker support climate on the cross-level process linkages among servant leadership, team reflexivity, and employee creativity. Using data collected from 442 participants in 92 teams, we conducted a multilevel analysis, which demonstrated that servant leadership promotes team reflexivity which, in turn, enhances employee creati…
‘The canary in the coal mine’
Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity
Based on input–process–outcome model and contingency theory, we develop a research model that depicts the influence of coworker support climate on the cross-level process linkages among servant leadership, team reflexivity, and employee creativity. Using data collected from 442 participants in 92 teams, we conducted a multilevel analysis, which demonstrated that servant leadership promotes team reflexivity which, in turn, enhances employee creati…
‘The canary in the coal mine’
Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity
Based on input–process–outcome model and contingency theory, we develop a research model that depicts the influence of coworker support climate on the cross-level process linkages among servant leadership, team reflexivity, and employee creativity. Using data collected from 442 participants in 92 teams, we conducted a multilevel analysis, which demonstrated that servant leadership promotes team reflexivity which, in turn, enhances employee creati…
Comment on “Is Yuan in China’s Three Gorges a Gibbon or a Langur?”
How does exploitative leadership shape employee’s workplace venting
Employee Ethical Silence Under Exploitative Leadership
Employees remaining silent about ethical aspects of work or organization-related issues, termed employee ethical silence, perpetuates misconduct in today’s business setting. However, how and why it occurs is not yet well specified in the business ethics literature, which is insufficient to manage corporate misconducts. In this research, we investigate how and when exploitative leadership associates with employee ethical silence. We draw from the …
Supervisor bottom-line mentality and their family ostracism
The dark side of after-hours technology-mediated interruptions for supervisors
A self-protection perspective on the antecedents of exploitative leadership
Coping with the Threat? Investigating How and When Negative Performance Feedback Leads to Supervisor Bottom-line Mentality
Although existing research has explored the outcomes of supervisor bottom-line mentality (SBLM) extensively, its antecedents remain underexplored. Drawing on threat rigidity theory, we investigate how and when negative performance feedback (NPF) leads to SBLM. We conceptualize SBLM as a state-like variable and propose that supervisors feel threatened when receiving NPF from directors, which in turn leads to SBLM. We further propose that competiti…
Job Satisfaction and Organizational Behavior (7 works) · Psychology (6 works) · Social Psychology (5 works) · Supervisor (3 works) · Workplace Spirituality and Leadership (3 works) · Applied Psychology (2 works) · China (2 works) · Competitive advantage (2 works) · Death Anxiety and Social Exclusion (2 works) · Law (2 works)