Jack Ting-Ju Chiang
Biographic Data
| ID | 5788864 |
|---|---|
| NAME | Jack Ting-Ju Chiang |
| GIVEN NAMES | Jack Ting-Ju |
| FAMILY NAME | Chiang |
| SIGNATURE | CHIANG J T |
| AFFILIATIONS | Peking University |
| ORCID | 0000-0003-3555-5383 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 10 |
| AUTHOR COUNT | 4 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 1 |
When and why does voice sustain or stop? The roles of leader behaviours, power differential perception and psychological safety
Our research investigates when and why voice sustains or ceases at work. Based on the issue‐selling framework and approach/avoidance theory of power, we argue that leader humble behaviour is a power‐equalising behaviour that facilitates subsequent voice after present voice. By contrast, leader abusive behaviour is a power‐asymmetry‐exacerbating behaviour that inhibits subsequent voice after present voice. The results from one experiment conducted…
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance
How do authoritarian leaders in modern organizations influence work team emotional climate and performance? Defining authoritarian leadership as an ambient, demanding, and controlling leadership style, we conducted a survey study of 252 leaders and 765 subordinates matched in 227 work teams in three large public Japanese organizations. The results indicate that authoritarian leaders are more likely to create a team climate of emotion suppression,…
Workplace status
Research suggests that employee status, and various status proxies, relate to a number of meaningful outcomes in the workplace. The advancement of the study of status in organizational settings has, however, been stymied by the lack of a validated workplace status measure. The purpose of this manuscript, therefore, is to develop and validate a measure of workplace status based on a theoretically grounded definition of status in organizations. Sub…
Humor as a Relationship Lubricant
In this article, drawing on leader categorization theory, we examined the influencing processes of team leaders’ humor on their teams’ performance. Using a time-lagged study, including 244 leaders and 815 followers in a manufacturing firm in Northern China, we found that leaders’ humor is positively related to subordinates’ perceptions of transformational leadership, which in turn, has a positive effect on the team’s performance. In addition, we …
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance
How do authoritarian leaders in modern organizations influence work team emotional climate and performance? Defining authoritarian leadership as an ambient, demanding, and controlling leadership style, we conducted a survey study of 252 leaders and 765 subordinates matched in 227 work teams in three large public Japanese organizations. The results indicate that authoritarian leaders are more likely to create a team climate of emotion suppression,…
Humor as a Relationship Lubricant
In this article, drawing on leader categorization theory, we examined the influencing processes of team leaders’ humor on their teams’ performance. Using a time-lagged study, including 244 leaders and 815 followers in a manufacturing firm in Northern China, we found that leaders’ humor is positively related to subordinates’ perceptions of transformational leadership, which in turn, has a positive effect on the team’s performance. In addition, we …
Workplace status
Research suggests that employee status, and various status proxies, relate to a number of meaningful outcomes in the workplace. The advancement of the study of status in organizational settings has, however, been stymied by the lack of a validated workplace status measure. The purpose of this manuscript, therefore, is to develop and validate a measure of workplace status based on a theoretically grounded definition of status in organizations. Sub…
Humor as a Relationship Lubricant
In this article, drawing on leader categorization theory, we examined the influencing processes of team leaders’ humor on their teams’ performance. Using a time-lagged study, including 244 leaders and 815 followers in a manufacturing firm in Northern China, we found that leaders’ humor is positively related to subordinates’ perceptions of transformational leadership, which in turn, has a positive effect on the team’s performance. In addition, we …
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance
How do authoritarian leaders in modern organizations influence work team emotional climate and performance? Defining authoritarian leadership as an ambient, demanding, and controlling leadership style, we conducted a survey study of 252 leaders and 765 subordinates matched in 227 work teams in three large public Japanese organizations. The results indicate that authoritarian leaders are more likely to create a team climate of emotion suppression,…
When and why does voice sustain or stop? The roles of leader behaviours, power differential perception and psychological safety
Our research investigates when and why voice sustains or ceases at work. Based on the issue‐selling framework and approach/avoidance theory of power, we argue that leader humble behaviour is a power‐equalising behaviour that facilitates subsequent voice after present voice. By contrast, leader abusive behaviour is a power‐asymmetry‐exacerbating behaviour that inhibits subsequent voice after present voice. The results from one experiment conducted…
Psychology (4 works) · Social Psychology (4 works) · Job Satisfaction and Organizational Behavior (3 works) · Perception (2 works) · Social Psychology (2 works) · Abusive supervision (1 work) · Applied Psychology (1 work) · Authoritarian leadership style (1 work) · Authoritarianism (1 work) · Clinical Psychology (1 work)