Amy Wei Tian
Biographic Data
| ID | 4265405 |
|---|---|
| NAME | Amy Wei Tian |
| GIVEN NAMES | Amy Wei |
| FAMILY NAME | Tian |
| SIGNATURE | TIAN A W |
| AFFILIATIONS | Curtin University |
| ORCID | 0000-0001-6197-9513 |
| VERIFIED | Yes |
| TOTAL WORKS | 10 |
| TOTAL CITATIONS | 33 |
| AUTHOR COUNT | 10 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 3 |
From humble beginnings to a critical juncture
Recent reviews portray humble leadership as a near-universal asset, yet a close inspection of 217 journal articles (274 studies) suggests the construct rests on shaky ground. Prevailing definitions conflate self-insight, appreciation of others, and teachability, variables rooted in other literatures, creating tautologies and valence-based halo. Measurement issues compound the problem: 84% of studies rely on surveys, so ratings of “humble leadersh…
Leader empowering and upper echelons decision‐making
The efficiency of decision‐making in public organizations is a key area of interest for public administration scholars. Drawing on upper echelons theory, this study examines how top managers' empowering leadership affects decision‐making speed and comprehensiveness in public organizations. Through a three‐wave questionnaire survey involving 1149 TMT members from 133 public organizations in China, we tested the proposed theoretical model and hypot…
Leader inclusiveness and team resilience capacity in multinational teams
Multinational teams face numerous challenges arising from pressures in the global business environment and complexities posed by national diversity within teams. Team resilience capacity has been identified as an important capability for successful performance in challenging work environments, yet little is known about which factors contribute to it in a multinational context. Given that teams are inherently situated within a specific context and…
Servant leadership
Research suggests that when leaders, as servant leaders, focus on their followers’ needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership ( SL ) construct. Using a quantitative meta‐analysis based on 130 independent studies, the current research provides evide…
Leadership, creativity and innovation
This paper reports the most comprehensive meta-analytic examination of the relationship between leadership and both followers’ creative and innovative performance. Specifically, we examined 13 leadership variables (transformational, transactional, ethical, humble, leader-member exchange, benevolent, authoritarian, entrepreneurial, authentic, servant, empowering, supportive, and destructive) using data from 266 studies. In addition to providing ro…
Cultural gap bridging in multinational teams
Different motivations for knowledge sharing and hiding
Little research to date has focused on understanding employee motivation to share and hide knowledge. Using self‐determination theory, we tested the premise that knowledge sharing and hiding might be differentially motivated and that work design characteristics might influence the motivation to share knowledge with colleagues. In a panel survey of Australian knowledge workers and in a Chinese knowledge‐intensive organization, we asked knowledge w…
Put My Skills to Use? Understanding the Joint Effect of Job Security and Skill Utilization on Job Satisfaction Between Skilled Migrants and Australian Born Workers in Australia
Psychological ownership
The concept of psychological ownership (PO) reflects a state in which individuals feel as though the target of ownership (e.g., job or organization) is theirs. In recent years, there has been an expansion of research linking PO with a range of desirable employee attitudes and behaviors. However, the theoretical foundations of the construct, its measurement, the factors that influence its development, and when and how it influences outcomes are ar…
Empowering leadership
The concept of empowering leadership (EL) has seen increasing scholarly interest in recent years. This study reports a meta‐analysis investigating the effects of EL on employee work behavior. On the basis of data from 105 samples, we found evidence for the positive effects of EL on performance, organizational citizenship behavior, and creativity at both the individual and team levels. We further examined these relationships by exploring potential…
Empowering leadership
The concept of empowering leadership (EL) has seen increasing scholarly interest in recent years. This study reports a meta‐analysis investigating the effects of EL on employee work behavior. On the basis of data from 105 samples, we found evidence for the positive effects of EL on performance, organizational citizenship behavior, and creativity at both the individual and team levels. We further examined these relationships by exploring potential…
Different motivations for knowledge sharing and hiding
Little research to date has focused on understanding employee motivation to share and hide knowledge. Using self‐determination theory, we tested the premise that knowledge sharing and hiding might be differentially motivated and that work design characteristics might influence the motivation to share knowledge with colleagues. In a panel survey of Australian knowledge workers and in a Chinese knowledge‐intensive organization, we asked knowledge w…
Leader empowering and upper echelons decision‐making
The efficiency of decision‐making in public organizations is a key area of interest for public administration scholars. Drawing on upper echelons theory, this study examines how top managers' empowering leadership affects decision‐making speed and comprehensiveness in public organizations. Through a three‐wave questionnaire survey involving 1149 TMT members from 133 public organizations in China, we tested the proposed theoretical model and hypot…
Put My Skills to Use? Understanding the Joint Effect of Job Security and Skill Utilization on Job Satisfaction Between Skilled Migrants and Australian Born Workers in Australia
Psychological ownership
The concept of psychological ownership (PO) reflects a state in which individuals feel as though the target of ownership (e.g., job or organization) is theirs. In recent years, there has been an expansion of research linking PO with a range of desirable employee attitudes and behaviors. However, the theoretical foundations of the construct, its measurement, the factors that influence its development, and when and how it influences outcomes are ar…
Empowering leadership
The concept of empowering leadership (EL) has seen increasing scholarly interest in recent years. This study reports a meta‐analysis investigating the effects of EL on employee work behavior. On the basis of data from 105 samples, we found evidence for the positive effects of EL on performance, organizational citizenship behavior, and creativity at both the individual and team levels. We further examined these relationships by exploring potential…
Put My Skills to Use? Understanding the Joint Effect of Job Security and Skill Utilization on Job Satisfaction Between Skilled Migrants and Australian Born Workers in Australia
Different motivations for knowledge sharing and hiding
Little research to date has focused on understanding employee motivation to share and hide knowledge. Using self‐determination theory, we tested the premise that knowledge sharing and hiding might be differentially motivated and that work design characteristics might influence the motivation to share knowledge with colleagues. In a panel survey of Australian knowledge workers and in a Chinese knowledge‐intensive organization, we asked knowledge w…
Servant leadership
Research suggests that when leaders, as servant leaders, focus on their followers’ needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership ( SL ) construct. Using a quantitative meta‐analysis based on 130 independent studies, the current research provides evide…
Leadership, creativity and innovation
This paper reports the most comprehensive meta-analytic examination of the relationship between leadership and both followers’ creative and innovative performance. Specifically, we examined 13 leadership variables (transformational, transactional, ethical, humble, leader-member exchange, benevolent, authoritarian, entrepreneurial, authentic, servant, empowering, supportive, and destructive) using data from 266 studies. In addition to providing ro…
Cultural gap bridging in multinational teams
Leader empowering and upper echelons decision‐making
The efficiency of decision‐making in public organizations is a key area of interest for public administration scholars. Drawing on upper echelons theory, this study examines how top managers' empowering leadership affects decision‐making speed and comprehensiveness in public organizations. Through a three‐wave questionnaire survey involving 1149 TMT members from 133 public organizations in China, we tested the proposed theoretical model and hypot…
Leader inclusiveness and team resilience capacity in multinational teams
Multinational teams face numerous challenges arising from pressures in the global business environment and complexities posed by national diversity within teams. Team resilience capacity has been identified as an important capability for successful performance in challenging work environments, yet little is known about which factors contribute to it in a multinational context. Given that teams are inherently situated within a specific context and…
From humble beginnings to a critical juncture
Recent reviews portray humble leadership as a near-universal asset, yet a close inspection of 217 journal articles (274 studies) suggests the construct rests on shaky ground. Prevailing definitions conflate self-insight, appreciation of others, and teachability, variables rooted in other literatures, creating tautologies and valence-based halo. Measurement issues compound the problem: 84% of studies rely on surveys, so ratings of “humble leadersh…
Job Satisfaction and Organizational Behavior (8 works) · Psychology (8 works) · Social Psychology (8 works) · Sociology (5 works) · Economics (4 works) · Political science (4 works) · Social Psychology (4 works) · Business (3 works) · Computer Science (3 works) · Management (3 works)