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Yang I, Horak S. Emotions, indigenous affective ties, and social network theory—The case of South Korea. Asia Pac J Manag 2019; 36:395-414. [DOI: 10.1007/s10490-017-9555-7] [Citation(s) in RCA: 16] [Impact Index Per Article: 2.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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Horak S, Yang I. Whither seniority? Career progression and performance orientation in South Korea. The International Journal of Human Resource Management 2017. [DOI: 10.1080/09585192.2017.1362659] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
Affiliation(s)
- Sven Horak
- Department of Management, The Peter J. Tobin College of Business, St. John’s University, Queens, NY, USA
| | - Inju Yang
- EDC Paris Business School, Courbevoie, France
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Affiliation(s)
- Inju Yang
- Department of Management, EDC Paris Business School, Paris, France
| | - Sven Horak
- Department of Management, The Peter J. Tobin College of Business, St. John’s University, Queens, NY, USA
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Yang I, Kitchen PJ, Bacouel-Jentjens S. How to promote relationship-building leadership at work? A comparative exploration of leader humor behavior between North America and China. The International Journal of Human Resource Management 2017. [DOI: 10.1080/09585192.2015.1089065] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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Abstract
Purpose
– The dominant view of laissez-faire leadership has so far been avoidant or regarded as zero leadership. Consequently, it has been suggested that laissez-faire leadership is likely to lead to negative consequences in subordinates’ performance and attitudes. The purpose of this paper is to argue that this conventional view is biased from the start as it is burdened with the concept that laissez-faire leadership is non-strategic and therefore implies negative consequences. This paper further argues that to be able to unveil the real outcomes of laissez-faire leadership, focus should shift to the behavioral aspect of laissez-faire leadership, or non-involvement of a leader/leadership.
Design/methodology/approach
– This conceptual presentation and presented propositions could stimulate the examination of laissez-faire leadership in more balanced ways.
Findings
– Shifted focus to the behavioral aspect of laissez-faire leadership, or non-involvement of a leader/leadership allows this paper to explore possible positive outcomes, especially with consideration with dynamics of time. While extant studies about laissez-faire leadership have been partial to negative consequences, this paper explores different contexts in which laissez-faire leadership could be positive.
Originality/value
– This paper is one of the first attempts to tease out possible outcomes of laissez-faire leadership, which could be not just negative, by adapting the behavioral aspect of non-involvement of a leader.
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