Allan Lee
Biographic Data
| ID | 4909367 |
|---|---|
| NAME | Allan Lee |
| GIVEN NAMES | Allan |
| FAMILY NAME | Lee |
| SIGNATURE | LEE A |
| AFFILIATIONS | University of Exeter |
| ORCID | 0000-0003-3913-6135 |
| VERIFIED | Yes |
| TOTAL WORKS | 14 |
| TOTAL CITATIONS | 44 |
| WORKS AS AUTHOR | 14 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2013 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 4 |
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…
The renaissance of management
Leader-follower value congruence
Can’t get you o u t of my head
How can a complicated, ambivalent relationship with a boss be both draining and generative? This paper challenges the view that leader–member exchange (LMX) ambivalence is solely harmful. Using the Challenge–Hindrance Stressor Framework, we examine how conflicting feelings toward a leader can be experienced as both constraining and motivating. We focus on epistemic motivation—the tendency to seek deeper understanding—as a key factor that shapes h…
Felt trust
After decades of scholarly focus on studying trust from the trustor's perspective, there has been a rapidly growing interest in understanding trust from the trustee's perspective, with a particular focus on felt trust (i.e., a trustee's perception of being trusted by a trustor). The fundamental assumption underlying this trustee‐centric perspective is that it complements the dominant trustor‐centric perspective and enables a more comprehensive un…
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…
Addressing common method variance and endogeneity in vocational behavior research
Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior
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…
Leader–Member Exchange (LMX) and Performance
This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ =…
Exploring How Social Workers Experience and Cope with Public Perception of Their Profession
The public's perception of the social work profession is a rarely considered perspective and yet a topic that is a concern to front line professionals. This paper explores how social workers experience and attempt to cope with public perception of their profession. It highlights the impact of these concerns on social workers' personal experiences and professional practice. Using semi-structured interviews with sixteen UK social workers, from loca…
A Numbers Game
Influenced by the practices of social scientists, data journalists seek to create stories that frame social reality through quantitative data analysis. While the use of statistics by journalists is not new, exponential growth in available data and a desire for source material unmediated by political and public-relations framings have seen data journalism increasingly embraced—to varying degrees—by newsrooms, and editors increasingly seek reporter…
Social cognition in leader–follower relationships
Relationship‐based approaches to leadership (e.g., Leader–Member Exchange theory) currently represent one of the most popular approaches to understanding workplace leadership. Although the concept of “relationship” is central to these approaches, generally this has not been well articulated and is often conceptualized simply in terms of relationship quality between the leader and the follower. In contrast, research in the wider relationship scien…
Exploring How Social Workers Experience and Cope with Public Perception of Their Profession
The public's perception of the social work profession is a rarely considered perspective and yet a topic that is a concern to front line professionals. This paper explores how social workers experience and attempt to cope with public perception of their profession. It highlights the impact of these concerns on social workers' personal experiences and professional practice. Using semi-structured interviews with sixteen UK social workers, from loca…
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…
Social cognition in leader–follower relationships
Relationship‐based approaches to leadership (e.g., Leader–Member Exchange theory) currently represent one of the most popular approaches to understanding workplace leadership. Although the concept of “relationship” is central to these approaches, generally this has not been well articulated and is often conceptualized simply in terms of relationship quality between the leader and the follower. In contrast, research in the wider relationship scien…
A Numbers Game
Influenced by the practices of social scientists, data journalists seek to create stories that frame social reality through quantitative data analysis. While the use of statistics by journalists is not new, exponential growth in available data and a desire for source material unmediated by political and public-relations framings have seen data journalism increasingly embraced—to varying degrees—by newsrooms, and editors increasingly seek reporter…
Felt trust
After decades of scholarly focus on studying trust from the trustor's perspective, there has been a rapidly growing interest in understanding trust from the trustee's perspective, with a particular focus on felt trust (i.e., a trustee's perception of being trusted by a trustor). The fundamental assumption underlying this trustee‐centric perspective is that it complements the dominant trustor‐centric perspective and enables a more comprehensive un…
Social cognition in leader–follower relationships
Relationship‐based approaches to leadership (e.g., Leader–Member Exchange theory) currently represent one of the most popular approaches to understanding workplace leadership. Although the concept of “relationship” is central to these approaches, generally this has not been well articulated and is often conceptualized simply in terms of relationship quality between the leader and the follower. In contrast, research in the wider relationship scien…
Leader–Member Exchange (LMX) and Performance
This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ =…
Exploring How Social Workers Experience and Cope with Public Perception of Their Profession
The public's perception of the social work profession is a rarely considered perspective and yet a topic that is a concern to front line professionals. This paper explores how social workers experience and attempt to cope with public perception of their profession. It highlights the impact of these concerns on social workers' personal experiences and professional practice. Using semi-structured interviews with sixteen UK social workers, from loca…
A Numbers Game
Influenced by the practices of social scientists, data journalists seek to create stories that frame social reality through quantitative data analysis. While the use of statistics by journalists is not new, exponential growth in available data and a desire for source material unmediated by political and public-relations framings have seen data journalism increasingly embraced—to varying degrees—by newsrooms, and editors increasingly seek reporter…
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…
Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior
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…
Addressing common method variance and endogeneity in vocational behavior research
Felt trust
After decades of scholarly focus on studying trust from the trustor's perspective, there has been a rapidly growing interest in understanding trust from the trustee's perspective, with a particular focus on felt trust (i.e., a trustee's perception of being trusted by a trustor). The fundamental assumption underlying this trustee‐centric perspective is that it complements the dominant trustor‐centric perspective and enables a more comprehensive un…
Leader-follower value congruence
Can’t get you o u t of my head
How can a complicated, ambivalent relationship with a boss be both draining and generative? This paper challenges the view that leader–member exchange (LMX) ambivalence is solely harmful. Using the Challenge–Hindrance Stressor Framework, we examine how conflicting feelings toward a leader can be experienced as both constraining and motivating. We focus on epistemic motivation—the tendency to seek deeper understanding—as a key factor that shapes h…
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…
The renaissance of management
Job Satisfaction and Organizational Behavior (10 works) · Psychology (9 works) · Social Psychology (7 works) · Sociology (6 works) · Political science (5 works) · Management (3 works) · Mediation (3 works) · Moderated mediation (3 works) · Organizational commitment (3 works) · Organizational Leadership and Management Strategies (3 works)