Research graph
References from “Uroboros” circle: a multilevel study on leader–follower and follower–leader crossover. Local targets link to admitted publications; unresolved targets remain external evidence.
Unresolved reference
2002 · External reference
Job demands–resources theory: ten years later
10.1146/annurev-orgpsych-120920-053933 · 2023 · External reference
Psychometric properties of the Italian version of the Utrecht Work Engagement Scale (UWES-9)
10.1027/1015-5759/a000020 · 2010 · External reference
Unresolved reference
External reference
Within-group agreement: on the use (and misuse) of rwg and rwg(j) in leadership research and some best practice guidelines
10.1016/j.leaqua.2011.11.006 · 2012 · External reference
Unresolved reference
2000 · External reference
Daily transactional and transformational leadership and daily employee engagement
10.1111/joop.12041 · 2014 · External reference
10.1007/978-3-030-29010-8
10.1007/978-3-030-29010-8 · 2022 · External reference
I see you in me, and me in you: the moderated mediation crossover model of work passion
10.1108/pr-05-2018-0176 · 2019 · External reference
Satisfied on our own, yet ready to leave together: an actor–partner interdependence mediation model on job satisfaction and turnover intentions in leader–follower dyads
10.1111/bjop.12694 · 2024 · External reference
Occupational burnout in nurses is due to long-term work stress rather than COVID-19 pandemic event
10.1111/jan.17085 · 2026 · External reference
Leaders’ role in shaping followers’ well-being: crossover in a sample of nurses
10.3390/ijerph20032386 · 2023 · External reference
Effects of consensus on leader–member exchange (LMX) within nursing teams on the relationship between abusive supervision, job satisfaction, and unit turnover: a multilevel moderation study
10.1155/jonm/6220416 · 2025 · External reference
Crossover in leader-follower relationship: a systematic review
10.1177/03063070251372242 · 2025 · External reference
Is transformational leadership always good for employee task performance? Examining curvilinear and moderated relationships
10.1186/s11782-018-0044-8 · 2018 · External reference
The dark side of leadership
10.1016/0090-2616(90)90070-6 · 1990 · External reference
Who will lead and who will follow? A social process of leadership identity construction in organizations
10.5465/amr.35.4.zok627 · 2010 · External reference
Leader strain and follower burnout: exploring the role of transformational leadership behaviour
10.1177/2397002217721077 · 2017 · External reference
The impact of pandemics on healthcare providers’ workloads: a scoping review
10.1111/jocn.16451 · 2023 · External reference
You raise me up: employee voice elevates leader managerial self-efficacy through leader self-expansion
10.1177/10464964221089270 · 2022 · External reference
Implicit leadership theories in applied settings: factor structure, generalizability, and stability over time
10.1037/0021-9010.89.2.293 · 2004 · External reference
Crossover effects of leader’s resilience: a multilevel mediation approach
10.1108/jmp-02-2019-0109 · 2020 · External reference
Heavy is the head that wears the crown: an actor-centric approach to daily psychological power, abusive leader behavior, and perceived incivility
10.5465/amj.2015.1061 · 2018 · External reference
Job demands and perceived distance in leader-follower relationships: a study on emotional exhaustion among nurses
10.1016/j.apnr.2021.151455 · 2021 · External reference
An initial validation of Tepper’s abusive supervision scale
10.26387/bpa.284.5s · 2019 · External reference
Job satisfaction in a sample of nurses: a multilevel focus on work team variability about the head nurse’s transformational leadership
10.1285/i20705948v13n3p713 · 2020 · External reference
The reciprocal nature of influence between leader and subordinate
10.1037/h0076552 · 1975 · External reference
How leaders affect followers’ work engagement and performance: integrating leader−member exchange and crossover theory
10.1111/1467-8551.12214 · 2017 · External reference
Unresolved reference
2010 · External reference
Conservation of resources: a new attempt at conceptualizing stress
10.1037/0003-066x.44.3.513 · 1989 · External reference
Conservation of resources in the organizational context: the reality of resources and their consequences
10.1146/annurev-orgpsych-032117-104640 · 2018 · External reference
Unresolved reference
1993 · External reference
Unresolved reference
External reference
Unresolved reference
External reference
Unresolved reference
External reference
The forgotten ones? The validity of consideration and initiating structure in leadership research
10.1037/0021-9010.89.1.36 · 2004 · External reference
Unlocking the relationship between authentic leadership and organizational citizenship behavior: the key roles of organizational support and identification
10.1108/mrr-09-2023-0662 · 2025 · External reference
The buffering effect of micro-daily events on the relationship between the dark triad traits and counterproductive work behavior
10.1108/mrr-12-2021-0864 · 2023 · External reference
Is transformational leadership a cure for burnout? It depends! The influential roles of followers’ fear of failure and their cooperative and competitive behavior
10.1002/jsc.2627 · 2025 · External reference
Work engagement in professional nursing practice: a systematic review
10.1016/j.ijnurstu.2016.06.003 · 2016 · External reference
Is being authentic being fair? Multilevel examination of authentic leadership, justice, and employee outcomes
10.1177/1548051815570035 · 2015 · External reference
Person-supervisor fit, needs-supplies fit, and team fit as mediators of the relationship between dual-focused transformational leadership and well-being in scientific teams
10.1080/1359432x.2018.1502174 · 2018 · External reference
Managers as role models for health: moderators of the relationship of transformational leadership with employee exhaustion and cynicism
10.1037/ocp0000044 · 2017 · External reference
Longitudinal effects of basic psychological need support on the development of intrinsic motivation and perceived competence in physical education. A multilevel study
10.3389/fpsyg.2024.1393966 · 2024 · External reference
Hospital nursing has not returned to pre-COVID conditions: time for a different approach
10.1097/mlr.0000000000002296 · 2026 · External reference
Answers to 20 questions about interrater reliability and interrater agreement
10.1177/1094428106296642 · 2008 · External reference
Transforming service employees and climate: a multilevel, multisource examination of transformational leadership in building long-term service relationships
10.1037/0021-9010.92.4.1006 · 2007 · External reference
Unresolved reference
2013 · External reference
Physician burnout, work engagement and the quality of patient care
10.1093/occmed/kqx051 · 2017 · External reference
Vigor at work mediates the effect of transformational and authentic leadership on engagement
10.1038/s41598-022-20742-2 · 2022 · External reference
Unresolved reference
2004 · External reference
The multilevel latent covariate model: a new, more reliable approach to group-level effects in contextual studies
10.1037/a0012869 · 2008 · External reference
A systematic review and meta analysis on burnout in physicians during the COVID-19 pandemic: a hidden healthcare crisis
10.3389/fpsyt.2022.1071397 · 2023 · External reference
Impact of exploitative leadership on psychological distress: a study of nurses
10.1111/jonm.13127 · 2020 · External reference
Work engagement: a meta-analysis using the job demands-resources model
10.1177/00332941211051988 · 2023 · External reference
Leadership development of health and social care professionals: a systematic review
10.1136/leader-2020-000211 · 2020 · External reference
10.1108/978-1-60752-702-220251003
10.1108/978-1-60752-702-220251003 · 2006 · External reference
The romance of leadership as a follower-centric theory: a social constructionist approach
10.1016/1048-9843(95)90012-8 · 1995 · External reference
The romance of leadership
10.2307/2392813 · 1985 · External reference
Burnout, engagement, and organizational culture: differences between physicians and nurses
10.3889/oamjms.2015.091 · 2015 · External reference
Unresolved reference
2017 · External reference
The relationship between transformational leadership and follower sickness absence: the role of presenteeism
10.1080/02678373.2016.1170736 · 2016 · External reference
The evolution of popular management ideas: an exploration and extension of the old wine in new bottles metaphor
10.1504/ijmcp.2007.015131 · 2007 · External reference
The moderating role of sales managers’ political skill in lessening the impact of bottom-line mentality on emotional exhaustion of salespeople
10.1108/mrr-03-2024-0186 · 2025 · External reference
The second version of the Copenhagen Psychosocial Questionnaire
10.1177/1403494809349858 · 2010 · External reference
Hospital physician engagement: a scoping review
10.1097/mlr.0000000000000983 · 2018 · External reference
Employee to leader crossover of workload and physical strain
10.1037/str0000211 · 2020 · External reference
Sources of method bias in social science research and recommendations on how to control it
10.1146/annurev-psych-120710-100452 · 2012 · External reference
Common method biases in behavioral research: a critical review of the literature and recommended remedies
10.1037/0021-9010.88.5.879 · 2003 · External reference
Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship
10.1016/s0149-2063(96)90049-5 · 1996 · External reference
Multilevel structural equation models for assessing moderation within and across levels of analysis
10.1037/met0000052 · 2016 · External reference
A general multilevel SEM framework for assessing multilevel mediation
10.1037/a0020141 · 2010 · External reference
Translating 6 key insights from research on leadership and management in times of crisis
10.1136/leader-2020-000349 · 2021 · External reference
Crisis leadership
10.1146/annurev-orgpsych-120920-044838 · 2023 · External reference
The insomnia, fatigue, and psychological well-being of hospital nurses 18 months after the COVID-19 pandemic began: a cross-sectional study
10.1111/jocn.16451 · 2024 · External reference
Burnout and engagement in university students: a cross-national study
10.1177/0022022102033005003 · 2002 · External reference
Evaluating the fit of structural equation models: tests of significance and descriptive goodness-of-fit measures
2003 · External reference
10.1108/978-1-60752-680-3
10.1108/978-1-60752-680-3 · 2005 · External reference
Positive psychology: an introduction
10.1037/0003-066x.55.1.5 · 2000 · External reference
Unresolved reference
2007 · External reference
In the eye of the beholder”: a new approach to studying folk theories of leadership
10.1177/107179199700400204 · 1997 · External reference
Followership theory: a review and research agenda
10.1016/j.leaqua.2013.11.007 · 2014 · External reference
Meta-analytic and primary investigations of the role of followers in ratings of leadership behavior in organizations
10.1037/apl0000345 · 2019 · External reference
From supervisors’ work–family conflict to employees’ work–family conflict: the moderating role of employees’ organizational tenure
10.1037/str0000154 · 2020 · External reference
Stress and strain crossover
10.1177/0018726701546002 · 2001 · External reference
What about the leader? Crossover of emotional exhaustion and work engagement from followers to leaders
10.1037/ocp0000024 · 2017 · External reference
Crisis leadership: a review and future research agenda
10.1016/j.leaqua.2021.101518 · 2021 · External reference
Paradoxical leadership and innovation in work teams: the multilevel mediating role of ambidexterity and leader vision as a boundary condition
10.5465/amj.2017.1265 · 2022 · External reference
Testing multilevel mediation using hierarchical linear models problems and solutions
10.1177/1094428108327450 · 2009 · External reference
Is transformational leadership a cure for burnout? It depends! The influential roles of followers’ fear of failure and their cooperative and competitive behavior
10.1002/jsc.2627 · ExternalCitation · doi-reference
10.1007/978-3-030-29010-8
10.1007/978-3-030-29010-8 · ExternalCitation · doi-reference
The dark side of leadership
10.1016/0090-2616(90)90070-6 · ExternalCitation · doi-reference
The romance of leadership as a follower-centric theory: a social constructionist approach
10.1016/1048-9843(95)90012-8 · ExternalCitation · doi-reference
Job demands and perceived distance in leader-follower relationships: a study on emotional exhaustion among nurses
10.1016/j.apnr.2021.151455 · ExternalCitation · doi-reference
Work engagement in professional nursing practice: a systematic review
10.1016/j.ijnurstu.2016.06.003 · ExternalCitation · doi-reference
Within-group agreement: on the use (and misuse) of rwg and rwg(j) in leadership research and some best practice guidelines
10.1016/j.leaqua.2011.11.006 · ExternalCitation · doi-reference
Followership theory: a review and research agenda
10.1016/j.leaqua.2013.11.007 · ExternalCitation · doi-reference
Crisis leadership: a review and future research agenda
10.1016/j.leaqua.2021.101518 · ExternalCitation · doi-reference
Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship
10.1016/s0149-2063(96)90049-5 · ExternalCitation · doi-reference
Psychometric properties of the Italian version of the Utrecht Work Engagement Scale (UWES-9)
10.1027/1015-5759/a000020 · ExternalCitation · doi-reference
Conservation of resources: a new attempt at conceptualizing stress
10.1037/0003-066x.44.3.513 · ExternalCitation · doi-reference
Positive psychology: an introduction
10.1037/0003-066x.55.1.5 · ExternalCitation · doi-reference
Common method biases in behavioral research: a critical review of the literature and recommended remedies
10.1037/0021-9010.88.5.879 · ExternalCitation · doi-reference
The forgotten ones? The validity of consideration and initiating structure in leadership research
10.1037/0021-9010.89.1.36 · ExternalCitation · doi-reference
Implicit leadership theories in applied settings: factor structure, generalizability, and stability over time
10.1037/0021-9010.89.2.293 · ExternalCitation · doi-reference
Transforming service employees and climate: a multilevel, multisource examination of transformational leadership in building long-term service relationships
10.1037/0021-9010.92.4.1006 · ExternalCitation · doi-reference
The multilevel latent covariate model: a new, more reliable approach to group-level effects in contextual studies
10.1037/a0012869 · ExternalCitation · doi-reference
A general multilevel SEM framework for assessing multilevel mediation
10.1037/a0020141 · ExternalCitation · doi-reference
Meta-analytic and primary investigations of the role of followers in ratings of leadership behavior in organizations
10.1037/apl0000345 · ExternalCitation · doi-reference
The reciprocal nature of influence between leader and subordinate
10.1037/h0076552 · ExternalCitation · doi-reference
Multilevel structural equation models for assessing moderation within and across levels of analysis
10.1037/met0000052 · ExternalCitation · doi-reference
What about the leader? Crossover of emotional exhaustion and work engagement from followers to leaders
10.1037/ocp0000024 · ExternalCitation · doi-reference
Managers as role models for health: moderators of the relationship of transformational leadership with employee exhaustion and cynicism
10.1037/ocp0000044 · ExternalCitation · doi-reference
From supervisors’ work–family conflict to employees’ work–family conflict: the moderating role of employees’ organizational tenure
10.1037/str0000154 · ExternalCitation · doi-reference
Employee to leader crossover of workload and physical strain
10.1037/str0000211 · ExternalCitation · doi-reference
Vigor at work mediates the effect of transformational and authentic leadership on engagement
10.1038/s41598-022-20742-2 · ExternalCitation · doi-reference
The relationship between transformational leadership and follower sickness absence: the role of presenteeism
10.1080/02678373.2016.1170736 · ExternalCitation · doi-reference
Person-supervisor fit, needs-supplies fit, and team fit as mediators of the relationship between dual-focused transformational leadership and well-being in scientific teams
10.1080/1359432x.2018.1502174 · ExternalCitation · doi-reference
Physician burnout, work engagement and the quality of patient care
10.1093/occmed/kqx051 · ExternalCitation · doi-reference
Hospital physician engagement: a scoping review
10.1097/mlr.0000000000000983 · ExternalCitation · doi-reference
Hospital nursing has not returned to pre-COVID conditions: time for a different approach
10.1097/mlr.0000000000002296 · ExternalCitation · doi-reference
10.1108/978-1-60752-680-3
10.1108/978-1-60752-680-3 · ExternalCitation · doi-reference
10.1108/978-1-60752-702-220251003
10.1108/978-1-60752-702-220251003 · ExternalCitation · doi-reference
Crossover effects of leader’s resilience: a multilevel mediation approach
10.1108/jmp-02-2019-0109 · ExternalCitation · doi-reference
The moderating role of sales managers’ political skill in lessening the impact of bottom-line mentality on emotional exhaustion of salespeople
10.1108/mrr-03-2024-0186 · ExternalCitation · doi-reference
Unlocking the relationship between authentic leadership and organizational citizenship behavior: the key roles of organizational support and identification
10.1108/mrr-09-2023-0662 · ExternalCitation · doi-reference
The buffering effect of micro-daily events on the relationship between the dark triad traits and counterproductive work behavior
10.1108/mrr-12-2021-0864 · ExternalCitation · doi-reference
I see you in me, and me in you: the moderated mediation crossover model of work passion
10.1108/pr-05-2018-0176 · ExternalCitation · doi-reference
How leaders affect followers’ work engagement and performance: integrating leader−member exchange and crossover theory
10.1111/1467-8551.12214 · ExternalCitation · doi-reference
Satisfied on our own, yet ready to leave together: an actor–partner interdependence mediation model on job satisfaction and turnover intentions in leader–follower dyads
10.1111/bjop.12694 · ExternalCitation · doi-reference
Occupational burnout in nurses is due to long-term work stress rather than COVID-19 pandemic event
10.1111/jan.17085 · ExternalCitation · doi-reference
The insomnia, fatigue, and psychological well-being of hospital nurses 18 months after the COVID-19 pandemic began: a cross-sectional study
10.1111/jocn.16451 · ExternalCitation · doi-reference
Impact of exploitative leadership on psychological distress: a study of nurses
10.1111/jonm.13127 · ExternalCitation · doi-reference
Daily transactional and transformational leadership and daily employee engagement
10.1111/joop.12041 · ExternalCitation · doi-reference
Leadership development of health and social care professionals: a systematic review
10.1136/leader-2020-000211 · ExternalCitation · doi-reference
Translating 6 key insights from research on leadership and management in times of crisis
10.1136/leader-2020-000349 · ExternalCitation · doi-reference
Conservation of resources in the organizational context: the reality of resources and their consequences
10.1146/annurev-orgpsych-032117-104640 · ExternalCitation · doi-reference
Crisis leadership
10.1146/annurev-orgpsych-120920-044838 · ExternalCitation · doi-reference
Job demands–resources theory: ten years later
10.1146/annurev-orgpsych-120920-053933 · ExternalCitation · doi-reference
Sources of method bias in social science research and recommendations on how to control it
10.1146/annurev-psych-120710-100452 · ExternalCitation · doi-reference
Effects of consensus on leader–member exchange (LMX) within nursing teams on the relationship between abusive supervision, job satisfaction, and unit turnover: a multilevel moderation study
10.1155/jonm/6220416 · ExternalCitation · doi-reference
Stress and strain crossover
10.1177/0018726701546002 · ExternalCitation · doi-reference
Burnout and engagement in university students: a cross-national study
10.1177/0022022102033005003 · ExternalCitation · doi-reference
Work engagement: a meta-analysis using the job demands-resources model
10.1177/00332941211051988 · ExternalCitation · doi-reference
Crossover in leader-follower relationship: a systematic review
10.1177/03063070251372242 · ExternalCitation · doi-reference
You raise me up: employee voice elevates leader managerial self-efficacy through leader self-expansion
10.1177/10464964221089270 · ExternalCitation · doi-reference
In the eye of the beholder”: a new approach to studying folk theories of leadership
10.1177/107179199700400204 · ExternalCitation · doi-reference
Answers to 20 questions about interrater reliability and interrater agreement
10.1177/1094428106296642 · ExternalCitation · doi-reference
Testing multilevel mediation using hierarchical linear models problems and solutions
10.1177/1094428108327450 · ExternalCitation · doi-reference
The second version of the Copenhagen Psychosocial Questionnaire
10.1177/1403494809349858 · ExternalCitation · doi-reference
Is being authentic being fair? Multilevel examination of authentic leadership, justice, and employee outcomes
10.1177/1548051815570035 · ExternalCitation · doi-reference
Leader strain and follower burnout: exploring the role of transformational leadership behaviour
10.1177/2397002217721077 · ExternalCitation · doi-reference
Is transformational leadership always good for employee task performance? Examining curvilinear and moderated relationships
10.1186/s11782-018-0044-8 · ExternalCitation · doi-reference
Job satisfaction in a sample of nurses: a multilevel focus on work team variability about the head nurse’s transformational leadership
10.1285/i20705948v13n3p713 · ExternalCitation · doi-reference
The evolution of popular management ideas: an exploration and extension of the old wine in new bottles metaphor
10.1504/ijmcp.2007.015131 · ExternalCitation · doi-reference
The romance of leadership
10.2307/2392813 · ExternalCitation · doi-reference
An initial validation of Tepper’s abusive supervision scale
10.26387/bpa.284.5s · ExternalCitation · doi-reference
Longitudinal effects of basic psychological need support on the development of intrinsic motivation and perceived competence in physical education. A multilevel study
10.3389/fpsyg.2024.1393966 · ExternalCitation · doi-reference
A systematic review and meta analysis on burnout in physicians during the COVID-19 pandemic: a hidden healthcare crisis
10.3389/fpsyt.2022.1071397 · ExternalCitation · doi-reference
Leaders’ role in shaping followers’ well-being: crossover in a sample of nurses
10.3390/ijerph20032386 · ExternalCitation · doi-reference
Burnout, engagement, and organizational culture: differences between physicians and nurses
10.3889/oamjms.2015.091 · ExternalCitation · doi-reference
Heavy is the head that wears the crown: an actor-centric approach to daily psychological power, abusive leader behavior, and perceived incivility
10.5465/amj.2015.1061 · ExternalCitation · doi-reference
Paradoxical leadership and innovation in work teams: the multilevel mediating role of ambidexterity and leader vision as a boundary condition
10.5465/amj.2017.1265 · ExternalCitation · doi-reference
Who will lead and who will follow? A social process of leadership identity construction in organizations
10.5465/amr.35.4.zok627 · ExternalCitation · doi-reference
