1.IBM官網，網址：http://www-01.ibm.com/support/docview.wss?uid=swg21480634，檢索日期：2014/06/13。
2.中央社，(2014/05/21)，回扣案起訴 鴻海籲防制企業賄賂。網址：http://www.cna. com.tw/ news/afe/201405210213-1.aspx，檢索日期：2014/06/22。
3.亓樂義，(2006/07/30)，胡錦濤掌軍權，首除太子黨。中國時報/兩岸新聞/A17版。
4.林隆儀，(2011/11/23)，電腦娛樂業標竿，向賈伯斯學深化管理。工商時報/經營知識/D4版。
5.范姜泰基，(2004/05/15)，李登輝：蔣經國用人，先查他太太，首部官方卸任元首的口述歷史「見證台灣」明發表，指蔣絕無維持本土政權意思。中時晚報/焦點新聞/04版。
6.廖國寶，(2005)，「LEADERSHIP 主管領導哲學 2，紀律：郭台銘的領導風範」。就業情報雜誌，329 期，網址：http://media.career.com.tw/Careerbook/ magshort.asp?CA_NO=329p074，檢索日期：2014/06/12。
7.鄭貞銘，(2003/05/21)，「傅斯年以積極魄力革新」。經濟日報/副刊企管/40版。
8.謝富旭，(2004/01/20)，「郭台銘帶兵恩威並濟」。蘋果日報/財經新聞，網址：http://www.appledaily.com.tw/appledaily/article/finance/20040120/657545/，檢索日期：2012/12/30。
9.譚地洲，(2007)，經營達人：傑克・威爾奇，臺北：漢湘文化。
10.中華文化復興運動推行委員會國立編譯館中華叢書編審委員會主編，(1975)，唐太宗李衛公問對今註今譯，曾振註譯，臺北：臺灣商務。
11.方穎嫻，(1976)，「原仁論：從詩書到孔子時代之演變」，大陸雜誌，52期，頁22-24。
12.吳宗祐，(2008)，「由華人主管威權領導到員工工作滿意度與組織承諾：信任的中介歷程與情緒智力的調節效果」，本土心理學研究，30期，頁3-63。
13.吳宗祐、周麗芳、鄭伯壎，(2008)，「主管的威權取向及其對部屬順從與畏懼的知覺對威權領導的預測效果」，本土心理學研究，30期，頁65-115。14.吳宗祐、徐瑋伶、鄭伯壎，(2002)，「怒不可遏？或忍氣吞聲？華人企業主管威權領導與部屬憤怒反應」，本土心理學研究，18期，頁3-49。15.李晨陽，(2006)，多元世界中的儒家，臺北：五南圖書。
16.杜維明，(1997)，儒家思想：以創造轉化為自我認同，臺北：東大出版社。17.周婉茹、周麗芳、鄭伯壎、任金剛，(2010)，「專權與尚嚴之辨：再探威權領導的內涵與恩威並濟的效果」，本土心理學研究，34期，頁223-284。18.周德良，(2011)，荀子思想理論與實踐，臺北：台灣學生書局。
19.林姿葶、鄭伯壎，(2012)，華人領導者的噓寒問暖與提攜教育：仁慈領導之雙構面模式，本土心理學研究，37期，頁253-302。20.林崇堯、曹常仁，(2003)，孫子領導思想對學校行政領導之啟示，台東師院學報，14期，頁61-84。21.林緯毅，2004，法儒兼容：韓非子的歷史考察，臺北：文津。
22.金觀濤、劉青峰，(1988)，興盛與危機：論中國封建社會的超穩定結構，臺北：風雲時代。
23.姜定宇、鄭伯壎、鄭紀瑩、周麗芳，(2007)，華人效忠主管的概念分析與量表建構。中華心理學刊，49卷，4期，頁407-432。24.凌文輇、陳龍、王登，(1987)，「CPM領導行為評價量表的建構」，心理學報，19期，頁199-207。
25.徐木蘭、歐陽惠華、洪光宗、陳必碩，(2007)，《孫子兵法》與西方策略管理咨想之系統性比較，管理學報，24卷，6期，頁603-620。26.徐瑋伶、鄭伯壎、黃敏萍，(2002)，「華人企業領導人的員工歸類與管理行為」，本土心理學研究，18期，頁51-94。27.涂金堂，(2012)，量表編製與SPSS，臺北：五南圖書。
28.康自立、蘇國楨、張淑萱、許世卿，(2001)，「中國式領導模式的發展及其在技職院校之應用研究」，教育研究集刊，47期，頁133-154。29.許功餘，(2006)，「華人辯證思維與『性格與行為關連性內隱理論』之關係，中華心理學刊，48卷，3期，頁291-313。30.許功餘，(2007)，「華人性格與行為之關聯性的內隱理論及其對人際互動的影響」，本土心理學研究，27期，頁3-80。31.許金田、胡秀華、凌孝綦、鄭伯壎，周麗芳，(2004)，家長式領導與組織公民行為的關係：上下關係品質之中介效果，交大管理學報，24卷，2期，頁119-149。32.陳明哲，(2014)，動態競爭中的「注意力」管理(一)，哈佛商業評論全球繁體中文版，88期，頁36-37。
33.陳拱，(2008)，韓非思想衡論，臺北：臺灣商務印書館。
34.陳皓怡、高尚仁、吳治富，(2007)，家長式領導對多國及部屬身心健康之影響：以華人外派主管為例，應用心理研究，36期，頁223-244。35.陸洛、楊國樞，2008，「當代華人的傳統與現代雙文化自我：其現身、組成與變遷」，楊國樞、陸洛編，中國人的自我：心理學的分析，頁 279-322，臺北：臺灣大學。36.彭台光、高月慈、林鉦棽，(2006)，「管理研究中的共同方法變異：問題本質、影響、測試和補救」，管理學報，23卷1期，頁77-98。37.黃光國，(1988)，中國人的權力遊戲，臺北：巨流圖書。38.黃光國，(1991)，儒家思想與現代化：理論分析與實徵研究。高尚仁、楊中芳(主編)：中國人、中國心—傳統篇，臺北：遠流。39.黃光國，(1993)，「儒法鬥爭之現代體現：評『中國資本主義精神』」，本土心理學研究，1期，頁346-352。40.黃光國，(1999)，「華人的企業文化與生產力」，應用心理研究，1期，頁163-185。41.黃敏萍、林姿葶、鄭伯壎、梁瑋鈞，(2012)，「華人企業組織中的魅力領導：由概念分析到量表建構」，管理學報，29卷4期，頁307-331。42.楊國樞，(1988)，中國人的心理（主編），臺北：桂冠圖書公司。
43.楊國樞，(2004)，「華人自我的理論分析與實徵研究：社會取向與個人取向的觀點」，本土心理學研究，22期，頁11-80。44.楊國樞、劉弈蘭、張淑慧、王琳，(2010)，「華人雙文化自我的個體發展階段：理論建構的嘗試」，中華心理學刊，52卷2期，頁113-132。45.劉兆明，(2002)，「華人領導行為之內隱結構的初探」，本土心理學研究，18期，頁229-265。46.劉述先，(2008)，「現代新儒學發展的軌跡」，杭州師範學院學報：社會科學版，30卷1期，頁1-6。
47.樊景立、鄭伯壎，(2000)，「華人組織的家長式領導：一項文化觀點的分析」，本土心理學研究，13期，頁127-180。48.蔡松純、鄭伯壎、周麗芳、姜定宇、鄭弘岳，(2009)，「領導者上下關係認定與部屬利社會行為：權力距離之調節效果」，中華心理學刊，51卷1期，頁121-138。49.蔡英文，(1986)，韓非的法治思想及其歷史意義，臺北：文史哲出版社。50.鄭伯壎，(1995a)，「家長威權與領導行為之關係：一個台灣民營企業主持人的個案研究」，中央研究院民族學研究所集刊，79期，頁119-173。51.鄭伯壎，(1995b)，「差序格局與華人組織行為」，本土心理學研究，3卷，頁142-219。52.鄭伯壎，(1995c)，不同家長權威價值與領導作風的關係：台灣民營企業的實徵研究，國科會專題計畫成果報告。
53.鄭伯壎，(1996)，家長權威與領導行為之關係探討（二），國科會專題研究報告，NSC 83-0301-H002-056。
54.鄭伯壎，(2005)，華人領導：理論與實際，臺北：桂冠圖書公司。55.鄭伯壎、林家五，(1999)，「差序格局與華人組織行為：台灣大型民營企業的初步研究」，中央研究院民族學研究所集刊， 86卷，頁29-72。56.鄭伯壎、周麗芳、黃敏萍、樊景立、彭泗清，(2003)，「家長式領導的三元模式：中國大陸企業組織的證據」，本土心理學研究，20卷，頁209-280。57.鄭伯壎、周麗芳、樊景立，(2000)，「家長式領導量表：三元模式的建構與測量」，本土心理學研究，14期，頁3-64。58.鄭伯壎、黃敏萍、周麗芳，(2002)，「家長式領導及其效能：華人企業團隊的證據」，香港華人心理學報，3卷1期，頁85-112。59.鄭伯壎、樊景立、周麗芳，(2006)，家長式領導：模式與證據，臺北：華泰文化。
60.鄭伯壎、謝佩鴛、周麗芳，(2002)，「校長領導作風、上下關係品質及教師角色外行為：轉型式與家長式領導的效果」，本土心理學研究，17卷，頁105- 161。61.盧瑞容，(2000)，戰國時代「勢」概念發展析探，臺大歷史學報，25期，頁53-83。62.盧瑞鍾，(1989)，韓非子政治思想新探，臺北：盧瑞鍾。
63.閻書昌，(2002)，先秦法家之「勢」論的心理學詮釋，本土心理學研究，18期，頁267-295。64.蘇國楨，(2003)，「我國服務業主管領導行為量表之發展：主位研究途徑的觀點」，中國測驗學會測驗學刊，50輯，2期，頁271-296。65.Ali, A. J. (1993). Decision-making style, individualism, and attitudes toward risk of Arab executives. International Studies of Management and Organization, 23(3), 53-73.
66.Andersen, S. M., & Chen, S. (2002). The relational self: An interpersonal social-cognitive theory. Psychological Review, 109(4), 619-645.
67.Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
68.Anthony, P. D. (1986). The Foundation of Management. London: Tavistock.
69.Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
70.Ashforth, B. E., Harrison, S. H., & Corley, K. G. (2008). Identification in organizations: An examination of four fundamental questions. Journal of Management, 34(3), 325-374.
71.Avolio, B. J. (2007). Promoting more integrative strategies for leadership heory-building. American Psychologist, 62(1), 25-33.
72.Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-449.
73.Aycan, Z. (2006). Paternalism: Towards conceptual refinement and operationalization. In K. S. Yang, K. K. Hwang, & U. Kim (Eds.). Scientific Advances in Indigenous Psychologies: Empirical, Philosophical, and Cultural Contributions, 445-466. London: Sage Ltd.
74.Aycan, Z., & Kanungo, R. N. (1998). Paternalism: Towards Conceptual Refinement and Operationalization. Paper presented at 14th International Congress of Cross-Cultural Psychology, Bellingham, WA.
75.Aycan, Z., Kanungo, R. N., & Sinha, J. B. P. (1999). Organizational culture and human resource management practices: The model of culture fit. Journal of Cross-Cultural Psychology, 30(4), 501-516.
76.Aycan, Z., Kanungo, R. N., Mendonca, M., Yu, K., Deller, J., Stahl, G., & Kurshild, A. (2000). Impact of culture on human resource management practices: A 10-country comparison. Applied Psychology: An International Review, 49(1), 192-221.
77.Aycan, Z., Kanungo, R., Mendonca, M., Yu, K., Deller, J., Stahl, G., & Kurshid, A. (2000). Impact of culture on human resource management practices: A ten country comparison. Applied Psychology: An International Review, 49(1), 192-220.
78.Aycan, Z., Schyns, B., Sun, J. M., Felfe, J., and Saher, N. (2013). Convergence and divergence of paternalistic leadership: A cross-cultural investigation of prototypes. Journal of International Business Studies, 44(9), 962-969.
79.Ayman, R., & Chemers, M. M. (1991). The effect of leadership match on subordinate satisfaction in Mexican organizations: Some moderating influences of self-monitoring. Applied Psychology: An International Review, 40(3), 299-314.
80.Banaji, M. R., & Prentice, D. A. (1994). The self in social contexts. Annual Review of Psychology, 45, 297-332.
81.Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
82.Bass, B. M., & Avolio, B. J. (1990). Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologists Press.
83.Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207-218.
84.Bennis, W. G. (1959). Leadership theory and administrative behavior: The problem of authority. Administrative Science Quarterly, 4(3), 259-301.
85.Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analyses. In K. J. Klien & S. W. J. Kozlowski (Eds.). Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions, 349-381. San Francisco, CA: Jossey-Bass.
86.Boddy, C. R. (2006). The dark side of management decisions: Organizational psychopaths. Management Decision, 44(10), 1461-1475.
87.Boldenhausen, G., & McCrae, C. N. (1998). Stereotype activation and inhibition. In R. S. Wyer (Ed.). Stereotype Activation and Inhibition: Advances in Social Cognition, 11, 1-52. Mahwah, NJ: Earlbaum.
88.Bond, M. (1993). The Psychology of the Chinese People. Hong Kong: Oxford University Press.
89.Breckler, S. J., & Greenwald, A. G. (1986). Motivational facets of the self. In E. T. Higgins & R. Sorrentino (Eds.), Handbook of Motivation and Cognition, 1, 145-164. New York, NY: Guilford Press.
90.Brewer, M. B., & Chen, Y. R. (2007). Where (who) are collectives in collectivism? Toward conceptual clarification of individualism and collectivism. Psychological Review, 114(1), 133-151.
91.Brewer, M. B., & Gardner, W. W. (1996). Who is this “We”? Levels of collective identity and self representations. Journal of Personality and Social Psychology, 71(1), 83-93.
92.Brickson, S. (2000). The impact of identity orientation on individual and organizational outcomes in demographically diverse settings. Academy of Management Review, 25(1), 82-101.
93.Brown, R. (1990). Politeness theory: Exemplar and exemplary. In I. Rock (Ed.), The Legacy of Solomon Asch: Essays in Cognition and Social Psychology, 23-37. Hillsdale, NJ: Erlbaum.
94.Calder, B. J. (1977). Endogenous–exogenous versus internal–external attributions: Implications for the development of attribution theory. Personality and Social Psychology Bulletin, 3(3), 400-406.
95.Cantor, N., & Mischel, W. (1979). Prototypes in person perception. In L. Berkowitz (Ed.), Advances in Experimental Social Psychology, 12, 3-52. New York: Academic Press.
96.Chan, S. C. H. (2014). Paternalistic leadership and employee voice: Does information sharing matter? Human Relations, 67(6), 667-693.
97.Chan, S. C. H., & Mak, W. M. (2012). Benevolent leadership and follower performance: The mediating role of leader-member exchange (LMX). Asia Pacific Journal of Management, 29(2), 285-301.
98.Chan, S. C. H., Huang, X., Snape, E., & Lam, C. K. (2013). The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates’ organization-based self-esteem, and performance. Journal of Organizational Behavior, 34(1), 108-128.
99.Chang, C. H., & Johnson, R. (2010). Not all leader-member exchanges are created equal: Importance of leader relational identity. The Leadership Quarterly, 21(5), 796-808.
100.Chen, C. C. & Lee, Y. T. (2008). Introduction: The diversity and dynamism of Chinese philosophies on leadership. In C. C. Chen & Y. T. Lee (Eds.), Leadership and Management in China: Philosophies, Theories and Practices, 1-27. Cambridge, UK: Cambridge University Press.
101.Chen, W. T. (1975). Chinese and Western interpretations of Jen (Humanity). Journal of Chinese Philosophyl, 2(2), 107-129.
102.Chen, X. P., Eberly, M. B., Chiang, T. J., Farh, J. L., & Cheng, B. S. (2014). Affective trust in Chinese leaders: Linking paternalistic leadership to employee performance. Journal of Management, 40(3), 796-819.
103.Cheng, B. S., Chou, L. F., Wu, T. Y., Huang, M. P., & Farh, J. L. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89-117.
104.Cheng, B. S., Huang, M. P., & Chou, L. F. (2002). Paternalistic leadership and its effectiveness: Evidence from Chinese organizational teams. Journal of Psychology in Chinese Societies (Hong Kong), 3(1), 85-112.
105.Cheng, B. S., Shieh, P. Y., & Chou, L. F. (2002). The principal’s leadership, leader-member exchange quality, and the teacher’s extra-role behavior: The effects of transformational and paternalistic leadership. Indigenous Psychological Research in Chinese Societies, 17, 105-161.
106.Cheung, G., & Lau, R. S. (2007). Testing mediation and suppression effects of latent variables: Bootstrapping with structural equation models. Organizational Research Methods, 11(2), 296-325.
107.Cicero, L., & Pierro, A., & van Knippenberg, D. (2007). Leader group prototypicality and job satisfaction: The moderating role of job stress and team identification. Group Dynamics: Theory, Research, and Practice, 11(3), 165-175.
108.Cicero, L., Pierro, A., & van Knippenberg, D. (2010). Leadership and uncertainty: How role ambiguity affects the relationship between leader group prototypicality and leadership effectiveness. British Journal of Management, 21(2), 411-421.
109.Clarke, J. (2005). Working with Monsters. How to Identify and Protect Yourself from the Workplace Psychopath. Australia: Random House.
110.Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences (3rd ed.), New Jersey, NJ: Lawrence Erlbaum.
111.Cole, M. S., Walter, F., Bruch, H. (2008). Affective mechanisms linking dysfunctional behavior to performance in work teams: A moderated mediation study. Journal of Applied Psychology, 93(5), 945-958.
112.Cross, S. E., Hardin, E. E., & Gercek-Swing, B. (2011). The what, how, why, and where of self-construal. Personality and Social Psychology Review, 15(2), 142-179.
113.De Cremer, D., & van Knippenberg, D. (2002). How do leaders promote cooperation? The effects of charisma and procedural fairness. Journal of Applied Psychology, 87(5), 858-866.
114.de Vries, R. E., & van Gelder, J. L. (2005). Leadership and need for leadership: Testing an implicit followership theory. In B. Schyns, & J. Meindl (Eds.). Implicit Leadership Theories: Essays and Explorations, 237-263. Greenwich, CT: Information Age.
115.Deci, E. L., & Ryan, R. M. (1995). Human autonomy: The basis for true self-esteem. In M. Kernis (Ed.). Efficacy, Agency, and Self-esteem, 31-49. New York: Plenum.
116.DeRue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and behavior theories of leadership: An integration and meta-analytic test of their relative validity. Personnel Psychology, 64(1), 7-52.117.Difonzo, N., & Bordia, P. (2007). Rumor, gossip and urban legends. Diogenes, 54(1), 19-35.
118.Dorfman, P. W., & Howell, J. P. (1988). Dimensions of national culture and effective leadership patterns: Hofstede revisited. In R. N. Farmer & E. G. McGoun (Eds.). Advances in International Comparative Management, 3, 127-150. New York: JAI.
119.Dorfman, P. W., Howell, J. P., Hibino, S., Lee, J. K., Tate, U., & Bautista, A. (1997). Leadership in Western and Asian countries: Commonalities and differences in effective leadership processes across cultures. The Leadership Quarterly, 8(3), 233-274.
120.Eagly, A. H., & Chin, J. L. (2010). Diversity and leadership in a changing world. American Psychologist, 65(3), 216-224.
121.Eden, D. (1990). Pygmalion in Management. Lexington, MA: Lexington Books.
122.Eden, D., & Leviatan, U. (1975). Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales. Journal of Applied Psychology, 60(6), 736-741.
123.Edmonson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
124.Edwards, J. R., & Lambert, L. S. (2007). Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psychological Methods, 12(1), 1-22.
125.Efron, B., Tibshirani, R. J. (1993). An Introduction to the Bootstrap. New York: Chapman and Hall.
126.Engle, E. M., & Lord, R. G. (1997). Implicit theories, self schemas, and leader-member exchange. Academy of Management Journal, 40(4), 988-1010.
127.Ensari, N., & Murphy, S. E. (2003). Cross-cultural variations in leadership perceptions and attribution of charisma to the leader. Organizational Behavior and Human Decision Processes, 92(1-2), 52-66.
128.Epitropaki, O., & Martin, R. (2004). Implicit leadership theories in applied settings: Factor structure, generalizability, and stability over time. Journal of Applied Psychology, 89(2), 293-310.
129.Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659-676.
130.Erben, G. S., & Güneşer, A. B. (2008). The relationship between paternalistic leadership and organizational commitment: Investing the role of climate regarding ethics. Journal of Business Ethics, 82(4), 955-968.
131.Erez, M., & Earley, P. C., (1993). Culture, Self-identity and Work. New York: Oxford University Press.
132.Farh, J. L., & Cheng, B. S. (1999). Paternalistic leadership in Chinese organizations: A critical analysis. In A. S. Tsui & J. T. Li (Eds.), Management and Organizations in China. London, UK: McMillam.
133.Farh, J. L., Cheng, B. S., Chou, L. F., & Chu, X. P. (2006). Authority and benevolence: Employees’ responses to paternalistic leadership in China. In A. S. Tsui, Y. Bian, & L. Cheng (Eds.), China’s Domestic Private Firms: Multidisciplinary Perspectives on Management and Performance, 230-260. New York: Sharpe.
134.Farh, J. L., Liang, J., Chou, L. F., & Cheng, B. S. (2008). Paternalistic leadership in Chinese organizations: Research progress and future research directions. In C. C. Chen & Y. T. Lee (Eds.). Leadership and Management in China: Philosophies, Theories and Practices, 171-205. Cambridge, UK: Cambridge University Press.
135.Fehr, R., & Gelfand, M. J. (2010). When apologies work: How matching apology components to victims’ self-construals facilitates forgivness. Organizational Behavior and Human Decision Processes, 113(1), 37-50.
136.Fiske, S. T. (1995). Controlling other people: The impact of power on stereotyping. In N. R. Goldberger & J. B. Veroff (Eds.). The Culture and Psychology Reader, 438-456. New York: New York University Press.
137.Fiske, S. T., & Taylor, S. E. (1991). Social Cognition (2nd Ed.). New York: McGraw-Hill.
138.Flamholtz, E. G. & Randle, Y. (2007). Growing Pains: How to Make the Transition From a Entrepreneurship to a Professionally Managed Firm. San Francisco: Jossey-Bass.
139.Flood, P. C., Hannan, E., Smith, K. G., Turner, T., West, M. A., & Dawson, J. (2009). Chief executive leadership style, consensus decision making, and top management team effectiveness. European Journal of Work and Organizational Psychology, 9(3), 401-420.
140.Flynn, F. J. (2005). Identity orientations and forms of social exchange in organizations. Academy of Management Review, 30(4), 737-750.
141.Gardner, W. L., Gabriel, S., & Hochschild, L. 2002. When you and I are ‘we’, you are not threatening: The role of self-expansion in social comparison. Journal of Personality and Social Psychology, 82(2), 239-251.
142.George, J. M., & Bettenhausen, K. (1990). Understanding prosocial behavior, sales performance, and turnover: A group-level analysis in a service context. Journal of Applied Psychology, 75(6), 698-709.
143.Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827-844.
144.Gibson, C. B. (1995). An investigation of gender differences in leadership across four countries. Journal of International Business Studies, 26(2), 255-279.
145.Gibson, J. W., Hannon, J. C., & Blackwell, C. W. (1999). Charismatic leadership: The Hidden controversy. Journal of Leadership and Organizational Studies, 5(4), 11-28.
146.Giessner, S. R., & van Knippenberg, D. (2008). “License to fail”: Goal definition, leader group prototypicality, and perceptions of leadership effectiveness after leader failure. Organizational Behavior and Human Decision Processes, 105(1), 14-35.
147.Gilmore, P. L., Hu, X. X., Wei, F., Tetrick, L. E., & Zaccaro, S. J. (2013). Positive affectivity neutralizes transformational leadership’s influence on creative performance and organizational citizenship behaviors. Journal of Organizational Behavior, 34(7), 1061-1075.
148.Gioia, D. A., & Poole, P. P. (1984). Scripts in organizational behavior. Academy of Management Review, 9(3), 449-459.
149.Goleman, D. (2013). The focused leader. Harverd Business Review, 91(12), 50-60。哈佛商業評論全球繁體中文版，(2014)，88期，頁57-66。
150.Goodwell, G. E. (1985). Paternalism, patronage, and potlatch: The dynamics of giving and being given to. Current Anthropology, 26(2), 247-257.
151.Goodwin, V. L., Wofford, J. C., & Boyd, N. G. (2000). A laboratory experiment testing the antecedents of leader cognitions. Journal of Organizational Behavior, 21(7), 769-788.
152.Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161-178.
153.Greenwald, A. G., & Breckler, S. J. (1985). To whom is the self presented? In B. Schlenker (Ed.), The Self and Social Life, 126-145. New York, NY: McGraw-Hill.
154.Hains, S. C., Hogg, M. A., & Duck, J. M. (1997). Self-categorization and leadership: Effects of group prototypicality and leader stereotypicality. Personality and Social Psychology Bulletin, 23(10), 1087-1099.
155.Hair, J., Black, W., Babin, B., Anderson, R., & Tatham, R. (2006). Multivariate Data Analysis. Upper Saddle River , NJ: Pearson Prentice Hall.
156.Halal, W. E. (2012). Business strategy for the technology revolution: Competing at the edge of creative destruction. Journal of the Knowledge Economy, doi: 10.1007/s13132-012-0102-y.
157.Hamilton, D. L. (1981). Stereotyping and intergroup behavior: Some thoughts on the cognitive approach. In D. L. Hamilton (Ed.) Cognitive Processes in Stereotyping and Intergroup Behavior. Hillsdale, NJ: Lawrence Erlbaum Associates.
158.Haslam, S. A., & Platow, M. J. (2001). The link between leadership and followership: How affirming social identity translates vision into action. Personality and Social Psychology Bulletin, 27(11), 1469-1479.
159.Haslam, S. A., van Knippenberg, D., Platow, M., & Ellemers, N. (Eds.). (2003). Social Identity at Work: Developing Theory for Organizational Practice. New York: Psychology Press.
160.Hedges, S. B. (1992). The number of replications needed for accurate estimation of the bootstrap p value in phylogenetic studies. Molecular Biology and Evolution, 9(2), 366-369.
161.Henderson, D. J., Liden, R. C., Glibkowski, B. C., & Chaudhry, A. (2008). LMX differentiation: A multilevel review and examination of its antecedents and outcomes. The Leadership Quarterly, 20(4), 517-534.
162.Heslin, P. A., & VandeWalle, D. V. (2008). Managers’ implicit assumptions about personnel. Current Directions in Psychological Science, 17(3), 219-223.
163.Higgins, E. T., & May, D. (2001). Individual self-regulatory functions: It’s not “we” regulation, but it’s still social. In C. Sedikides & M. B. Brewer (Eds.), Individual Self, Relational Self, Collective Self, 47-67. Philadelphia, PA: Psychology Press.
164.Hinkin, T. R. (1995). A review of scale development practices in the study of organizations. Journal of Management, 21(5), 967-988.
165.Hirst, G., Van Dick, R., & Van Knippenberg, D. (2009). A social identity perspective on leader and employee creativity. Journal of Organizational Behavior, 30(7), 963-982.
166.Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories apply abroad? Organizational Dynamic, 9(1) 42-63.
167.Hofstede, G. (1994). Management scientists are human. Management Science, 40(1), 4-13.
168.Hofstede, G., & Bond, M. H. (1988). The Confucius connection: From cultural roots to economic growth. Organizational Dynamics, 16(4), 4-21.
169.Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5(3), 184-200.
170.Hogg, M. A. (2005). Social identity and leadership. In: D.M. Messick and R.M. Kramer, Editors, The psychology of Leadership: New Perspectives and Research, 53-80. Mahwah, NJ: Erlbaum.
171.Hogg, M. A., & Abrams, D. (1988). Social Identifications: A Social Psychology of Intergroup Relations and Group Process. London, UK: Routledge.
172.Hogg, M. A., & Terry, D. J. (2000). Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25(1), 121-140.
173.Hogg, M. A., & van Knippenberg, D. (2003). Social identity and leadership processes in groups. Advances in Experimental Social Psychology, 35, 1-52.
174.Hogg, M. A., Hains, S. C., & Mason, I. (1998). Identification and leadership in small groups: Salience, Frame of reference, and leader stereotypicality effects on leader evaluations. Journal of Personality and Social Psychology, 75(5), 1248-1263.
175.Hogg, M. A., Terry, D. J., & White, K. M. (1995). A tale of two theories: A critical comparison of identity theory with social identity theory. Social Psychology Quarterly, 58(4), 255-269.
176.Hogg, M. A., van Knippenberg, D., & Rast, III, D. E. (2012). Intergroup leadership in organizations: Leading across group and organizational boundaries. Academy of Management Review, 37(2), 232-255.
177.Hollander, E. P., & Julian, J. W. (1969). Contemporary trends in the analysis of leadership processes. Psychological Bulletin, 71(5), 387-397.
178.Howell, J. M., & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84(5), 680-694.
179.Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. Academy of Management Review, 30(1), 96-112.
180.Howell, J. P., Romero, E. J., Dorfman, P. W., Paul, J., & Bautista, J. A. (2003). Effective leadership in the Mexican maquiladora: Challenging common expectations. Journal of International Management, 9(1), 51-73.
181.Jackman, M. R. (1994). The Velvet Glove: Paternalism and Conflict in Gender, Class, and Race Relations. Berkeley: University of California Press.
182.Jackson, E. M., & Johnson, R. E. (2012). When opposites do (and do not) attract: Interplay of leader and follower self-identities and its consequences for leader-member exchange. The Leadership Quarterly, 23(3), 488-501.
183.James, K., Chen, D. L., & Cropanzano, R. (1996). Culture and leadership among Taiwanese and U.S. workers: Do values influence leadership ideals? In M. N. Ruderman, M. W. Hughes-James, & S. E. Jackson (Eds.). Selected Research on Work Team Diversity, 33-52. Washington DC: American Psychological Association.
184.Jiang, D. Y., Cheng, B. S., Cheng, C. Y. & Chou, L. F. (2007). Chinese loyalty to supervisor: Construct analysis and scale development. Chinese Journal of Psychology, 49, 407-432.
185.Johnson, R. E., & Lord, R. G. (2010). Implicit effects of justice on self-identity. Journal of Applied Psychology, 95(4), 681-695.
186.Johnson, R. E., & Saboe, K. (2011). Measuring implicit traits in organizational research: Development of an indirect measure of employee implicit self-concept. Organizational Research Methods, 14(3), 530-547.
187.Johnson, R. E., Chang, C. H. D., & Yang, L. Q. (2010). Commitment and motivation at work: The relevance of employee identity and regulatory focus. Academy of Management Review, 35(2), 226-245.
188.Johnson, R. E., Rosen, C. C., & Chang, C. H. (2010). “Who I am depends on how fairly I’m treated”: Effects of justice on self-identity and regulatory focus. Journal of Applied Social Psychology, 40(12), 3020-3058.
189.Johnson, R. E., Selenta, C., & Lord, R. G. (2006). When organizational justice and the self-concept meet: Consequences for the organization and its members. Organizational Behavior and Human Decision Processes, 99(2), 175-201.
190.Johnson, R. E., Venus, M., Lanaj, K., Mao, C., & Chang, C. H. (2012). Leader identity as an antecedent of the frequency and consistency of transformational, consideration, and abusive leadership behaviors. Journal of Applied Psychology, 97(6), 1262-1272.
191.Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85(5), 751-765.
192.Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765-780.
193.Jung, D. I., & Sosik, J. J. (2002). Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance. Small Group Research, 33(3), 313-336.
194.Karakas, F., & Sarigollu, E. (2012). Benevolent leadership: Conceptualization and construct development. Journal of Business Ethics, 108(4), 537-553.
195.Kark, R., & van Dijk, D. (2007). Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership processes. Academy of Management Review, 32(2), 500-528.
196.Kark, R., Shamir, B., & Chen, G. (2003). The tow faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246-255.
197.Kenney, R. A., Blascovich, J., & Shaver, P. R. (1994). Implicit leadership theories: Prototypes for new leaders. Basic and Applied Sociology Psychology, 15(4), 409-437.
198.Kenney, R. A., Schwartz-Kenney, B. M., & Blascovich, J. (1996). Implicit Leadership Theories: Defining leaders described as worthy of influence. Personality and Social Psychology Bulletin, 22(11), 1128-1143.
199.Kiazad, K., Restubog, S. L. D., Zagenczyk, T. J., Kiewitz, C., & Tang, R. L. (2010). In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior. Journal of Research in Personality, 44(4), 512-519.
200.Kihlstrom, J. F., & Klein, S. B. (1994). The self as a knowledge structure. In R. S. Wyer, Jr. & T. K. Srull (Eds.), Handbook of Social Cognition (2nd ed.), 153-208. Hillsdale, NJ: Lawrence Erlbaum Associates.
201.Kim, U. M. (1994). Significance of paternalism and communalism in the occupational welfare system of Korean firms: A national survey. In U. Kim, H. C. Triandis, C. Kagitcibasi, S. Choi, & G. Yoon (Eds.), Individualism and Collectivism: Theory, Method, and Applications, 251-266. London: Sage Ltd.
202.King, A. Y. C. (1991). Kuan-his and network building: A sociological interpretation. Daedalus, 120(2), 63-84.
203.Krishnan, R., Martin, X., & Noorderhaven, N. G. (2006). When does trust matter to alliance performance? Academy of Management Journal, 49(5), 894-817.
204.Kjellin, L., & Nilstun, T. (1993). Medical and social paternalism: Regulation of and attitudes towards compulsory psychiatric care. Acta Psychiatrica Scandinavia, 88(6), 415-419.
205.Kunda, Z. (1999). Social Cognition. Cambridge, MA: MIT Press.
206.Lee, F. (1997). When the going gets tough, do the tough ask for help? Help seeking and power motivation in organizations. Organizational Behavior and Human Decision Processes, 72(3), 336-363.
207.Likert, R. (1967). The Human Organization: Its Management and Value. New York: McGraw-Hil.
208.Lindell, M. K., and Whitney, D. J. (2001). Accounting for common method variance in cross-sectional research designs. Journal of Applied Psychology, 86(1), 114-121.
209.Lord, R. G., & Brown, D. J. (2001). Leadership, values, and subordinate self-concepts. The Leadership Quarterly, 12(2), 133-152.
210.Lord, R. G., & Brown, D. J. (2004). Leadership Processes and Follower Self-Identity. Mahwah, NJ: Lawrence Erlbaum Associates.
211.Lord, R. G., & Hall, R. J. (2005). Identity, deep structure and the development of leadership skill. The Leadership Quarterly, 16(4), 591-615.
212.Lord, R. G., & Maher, K. J. (1993). Leadership and Information Processing: Linking Perceptions and Performance. New York: Routledge.
213.Lord, R. G., Brown, D. J., & Freiberg, S. J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader / follower relationship. Organizational Behavior and Human Decision Processes, 78(3), 167-203.
214.Lord, R. G., de Vader, C. L., & Alliger, G. M. (1986). A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71(3), 402-410.
215.Lord, R. G., Foti, R. J., & De Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34(3), 343-378.216.Lord, R. G., Foti, R. J., & Phillips, J. S. (1982). A theory of leadership categorization. In J. G. Hunt, U. Sekaran, & C. Schriesheim (Eds.). Leadership: Beyond Establishment Views, 104-121. Carbondale, IL: Southern Illinois University Press.
217.Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646-672.
218.Maccoby, M. (2000). Narcissistic leaders: The incredible pros, the inevitable cons. Harvard Business Review, 78(1), 68-77.
219.MacKinnon, D. P., Lockwood, C. M., & Williams, J. (2004). Confidence limits for the indirect effect: Distribution of the product and resampling methods. Multivariate Behavioral Research, 39(1), 99-128.
220.Mallinckrodt, B., Abraham, W. T., Wei, M., & Russell, D. W. (2006). Advances in testing the statistical significance of mediation effects. Journal of Counseling Psychology, 53(3), 372-378.
221.Malt, B. C., Ross, B. H., & Murphy, G. L. (1995). Predicting features for members of natural categories when categorization is uncertain. Journal of Experimental Psychology: Learning, Memory, and Cognition, 21, 646-661.
222.Marcae, C. N., Milne, A. B., & Bodenhausen, G. V. (1994). Stereotypes as energy-saving devices: A peek inside the cognitive toolbox. Journal of Personality and Social Psychology, 66(1), 37-47.
223.Markus, H. R., & Kitayama, S. (1991). Culture and the self: Implications for cognition, emotion, and motivation. Psychological Review, 98(2), 224-253.
224.Markus, H., & Kunda, Z. (1986). Stability and malleability in the self-concept. Journal of Personality and Social Psychology, 51(4), 858-866.
225.Markus, H., & Wurf, E. (1987). The dynamic self-concept: A social psychological perspective. Annual Review of Psychology, 38, 299-337.
226.Martindale, C. C. (1980). Subselves: The internal representation of situational and personal dispositions. In L. Wheeler (Ed.), Review of Personality and Social Psychology. Beverly Hills, CA: Sage.
227.Martinez, P. G. (2003). Paternalism as a positive form of leader-subordinate exchange: Evidence from Mexico. Management Research: The Journal of the Iberoamerican Academy of Management, 1(3), 227-242.
228.Mathur, P., Aycan, Z., & Kanungo, R. N. (1996). Work cultures in Indian organizations: A comparison between public and private sector. Psychology and Developing Societies, 8(2), 199-223.
229.McGregor, D. (1960). The Human Side of Enterprise. New York: McGraw-Hill.
230.McMurry, R. N. (1958). The case for benevolent autocracy. Harvard Business Review, 36(1), 82-90.
231.Mead, G. H. (1934). Mind, Self and Society. Chicago, IL: University of Chicago Press.
232.Medvedeff, M. E., & Lord, R. G. (2007). Implicit leadership theories as dynamic processing structures. In B. Shamir, R. Pallai, M.C. Bligh, & M. Uhl-Bien (Eds.) Follower-centered Perspectives on Leadership: A Tribute to the Memory of James R. Meindl, 19-50. Greenwich, CT: Information Age Publishing, Inc.
233.Meindl, J. R. (1995). The romance of leadership as a follower-centric theory: A social constructionist approach. The Leadership Quarterly, 6(3), 329-341.
234.Meindl, J. R., & Ehrlich, S. B. (1987). The romance of leadership and the evaluation of organizational performance. Academy of Management Journal, 30(1), 91-109.
235.Meindl, J. R., Ehrlich, S. B., & Dukerich, J. M. (1985). The romance of leadership. Administrative Science Quarterly, 30(1), 78-102.
236.Michael, D. N. (1976). On Learning to Plan and Planning to Learn. San Francisco, CA: Jossey-Bass.
237.Misumi, J. (1985). The Behavioural Science of Leadership: An Interdisciplinary Japanese Research. Ann Arbor: The University of Michigan Press.
238.Misumi, J., & Peterson, M. F. (1985). The performance-maintenance (PM) theory of leadership: Review of a Japanese research program. Administrative Science Quarterly, 30(2), 198-223.
239.Morris, T. & Pavett, C. M. (1992). Management style and productivity in two cultures. Journal of International Business Studies, 23(1), 169-179.
240.Moskowitz, G. B. (2005). Social Cognition: Understanding the Self and Others. New York: Guilford Press.
241.Neuman, J. H., & Baron, R. A. (1998). Workplace violence and workplace aggression: Evidence concerning specific forms, potential causes, and preferred targets. Journal of Management, 24(3), 391-419.
242.Nicoll, C. E., Lane, H. W., & Brechu, M. B. (1999). Taking self-managed teams to Mexico. Academy of Management Executives, 13(3), 15-25.
243.Niu, C. P., Wang, A. C., & Cheng, B. S. (2009). Effectiveness of a moral and benevolent leader: Probing the interactions of the dimensions of paternalistic leadership. Asian Journal of Social Psychology, 12(1), 32-39.
244.Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric Theory. New York: McGraw-Hill.
245.Nye, J. L., & Forsyth, D. R. (1991). The effects of prototype-based biases on leadership appraisals: A test of leadership categorization theory. Small Group Research, 22(3), 360-379.246.Operario, D., & Fiske, S. T. (2004). Stereotypes: Content, structures, processes, and context. In M. B. Brewer & M. Hewstone (Eds.). Social Cognition, 120-141, Malden, MA: Blackwell Publishing.
247.Organ, D. W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington, MA: Lexington Books.
248.Osland, J. S., Franco, S., & Osland, A. (1999). Organizational implications of Latin American culture: Lessons for the expatriate manager. Journal of Management Inquiry, 8(2), 219-234.
249.Ötken, A. B., & Cenkci, T. (2012). The impact of paternalistic leadership on ethical climate: The moderating role of trust in leader. Journal of Business Ethics, 108(4), 525-536.
250.Oyserman, D. (2001). Self-concept and identity. In A. Tesser & N. Schwartz (Eds.), Blackwell Handbook of Social Psychology: Intraindividual Processes, 499-517. Oxford, UK: Blackwell.
251.Padavic, I., & Earnest, W. R. (1994). Paternalism as a component of managerial strategy. Social Science Journal, 31(4), 389-405.
252.Palich, L. E., & Hom, P. W. (1992). The impact of leader power and behavior on leadership perceptions: A lisrel test of an expanded categorization theory of leadership model. Group & Organization Management, 17(3), 279-296.253.Paşa, S. F., Kabasakal, H., & Bodur, M. (2001). Society, organizations, and leadership in Turkey. Applied Psychology: An International Review, 50(4), 559-589.
254.Paul, J., Costley, D. L., Howell, J. P., Dorfman, P. W., & Trafimow, D. (2001). The effects of charismatic leadership on followers’ self-concept accessibility. Journal of Applied Social Psychology, 31(9), 1821-1844.
255.Paulhus, D. L. (1984). Two-component models of socially desirable responding. Journal of Personality and Social Psychology, 46(3), 598-609.
256.Pelham, B. W. (1995). Self-investment and self-esteem: Evidence for a Jamesian model of self-worth. Journal of Personality and Social Psychology, 69(6), 1141-1150.
257.Pelham, B. W., & Swann, W. B. (1994). The juncture of intrapersonal and interpersonal knowledge: Self-certainty and interpersonal congruence. Personality and Social Psychology Bulletin, 20(4), 349-357.
258.Pellegrini, E. K., & Scandura, T. A. (2006). Leader-member change (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation. Journal of International Business Studies, 37(2), 264-279.
259.Pellegrini, E. K., & Scandura, T. A. (2008). Paternalistic leadership: A review and agenda for future research. Journal of Management, 34(3), 566-593.
260.Pellegrini, E. K., Scandura, T. A., & Jayaraman, V. (2010). Cross-cultural generalizability of paternalistic leadership: An expansion of leader-member exchange theory. Group & Organization Management, 35(4), 391-420.
261.Phillips, J. S., & Lord, R. G. (1982). Schematic information processing and perceptions of leadership in problem solving groups. Journal of Applied Psychology, 67(4), 12-32.
262.Phillips, J. S., & Lord, R. G. (1986). Notes on the practical and theoretical consequences of implicit leadership theories for the future of leadership measurement. Journal of Management, 12(1), 31-41.
263.Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristic. Academy of Management Journal, 49(2), 327-340.
264.Pierro, A., Cicero, L., Bonaiuto, M., van Knippenberg, D., & Kruglanski, A. W. (2005). Leader group prototypicality and leadership effectiveness: The moderating role of need for cognitive closure. The Leadership Quarterly, 16(4), 503-516.
265.Pillai, R., & Uhl-Bien, M. (2007). The romance of leadership and the social construction of followership. In B. Shamir, R. Pillai, M. C. Bligh, & M. Uhl-Bien (Eds.). Follower-centered Perspectives on Leadership, 187-210. Charlotte, NC: Information Age Publishing.
266.Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259-298.
267.Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., and Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
268.Poole, P. P., Gioia, D. A., & Gray, B. (1989). Influence modes, schema change, and organizational transformation. The Journal of Applied Behavioral Science, 25(3), 271-289.
269.Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, Instruments, and Computers, 36(4), 717-731.
270.Pye, L. W. (1986). The China trade: Making the deal. Harvard Business Review, 64 (4), 74-80.
271.Rarick, C. A. (2009). The historical roots of Chinese cultural values and managerial practices. Journal of International Business Research, 8(2), 59-66.
272.Rast III, D. V., Gaffney, A. M., Hogg, M. A., & Crisp, R. J. (2012). Leadership under uncertainty: When leaders who are non-prototypical group members can gain support. Journal of Experimental Social Psychology, 48(3), 646-653.
273.Redding, S. G. (1990). The Spirit of Chinese Capitalism. New York: Walter de Gruyter. 謝婉瑩譯，(2009)，華人資本主義精神，上海：格致出版社。
274.Redding, S. G., & Hsiao, H. M. (1995). An empirical study of overseas Chinese managerial ideology. In H. S. R. Kao, D. Sinha, & N. Sek-Hong (Eds.), Effective organizational and social values, 72-85. New Delhi: Sage.
275.Rosch, E. (1978). Principles of categorization. In E. Rosch & B. B. Lloyd (Eds.). Cognition and Categorization, 28-48. Hillsdale, NJ: Erlbaum.
276.Rosenberg, M. (1979). Conceiving the self. New York, NY: Basic Books.
277.Rubin, R. S., Munz, D. C., & Boomer, W. H. (2005). Leading from within: The effects of emotion recognition and personality on transformational leadership behavior. Academy of Management Journal, 48(5), 845-858.
278.Rush, C. M., & Russell, J. E. A. (1988). Leader prototypes and prototype-contingent consensus in leader behavior descriptions. Journal of Experimental Social Psychology, 24(1), 88-104.
279.Schaubroeck, J., Kim, Y. J., & Peng, A. C. (2012). The self-concept in organizational psychology: Clarifying and differentiating the constructs. In G. P. Hodgkinson, & J. K. Ford (Eds.). International Review of Industrial and Organizational Psychology, 27, 1-38. Chichester, UK: Wiley-Blackwell.
280.Schultz, M., & Hernes, T. (2013). A temporal perspective on organizational identity. Organization Science, 24(1), 1-21.
281.Selenta, C., & Lord, R. G. (2002). The Individual, Relational, and Collective Levels: Construct Refinement and Development of a Measure of the Self-concept Levels. Manuscript submitted for publication.
282.Shamir, B., House, R., & Arthur, M. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 1-17.
283.Sheer, V. C. (2013). In search of Chinese paternalistic leadership: Conflicting evidence from samples of mainland China and Hong Kong’s small family business. Management Communication Quarterly, 27(1), 34-60.
284.Shondrick, S. J., & Lord, R. G. (2010). Implicit Leadership and Followership Theories: Dynamic structures for leadership perceptions, memory and leader–follower processes. In G. P. Hodgkinson, & J. K. Ford (Eds.), International Review of Industrial and Organizational Psychology, 25, 1-33.
285.Shrauger, J. S., & Schoneman, T. J. (1979). Symbolic interactionist view of self-concept: Through the looking glass darkly. Psychological Bulletin, 86(3), 549-573.
286.Shrout, P. E., & Bolger, N. (2002). Mediation in experimental and nonexperimental studies: New procedures and recommendations. Psychological Methods, 7(4), 422-445.
287.Silin, R. H. (1976). Leadership and Value: The Organization of Large-scale Taiwan Enterprises. Cambridge, MA: Harvard University Press.
288.Sinha, J. B. P. (1990). Work Culture in Indian Context. New Delhi, India: Sage.
289.Sirgy, M. J. (1982). Self-concept in consumer behavior: A critical review. Journal of Consumer Research, 9(3), 287-300.
290.Sluss, D. M., & Ashforth, B. E. (2007). Relational identity and identification: Defining ourselves through others. Academy of Management Review, 32(1), 9-32.
291.Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 653-663.
292.Sobel, M. E. (1982). Asymptotic intervals for indirect effects in structural equations models. In S. Leinhart (Ed.), Sociological Methodology, 290-312. San Francisco, CA: Jossey-Bass.
293.Song, L. J., Tsui, A. S., & Law, K. S. (2008). Unpacking employee responses to organizational exchange mechanisms: The role of social and economic exchange perceptions. Journal of Management, 35(1), 56-93.
294.Sosik, J. J., & Dworakivsky, A, C. (1998). Self-concept based aspects of the charismatic leader: More than meets the eye. The Leadership Quarterly, 9(4), 503-526.
295.Soylu, S. (2012). Creating a family or loyalty-based framework: The effects of paternalistic leadership on workplace bullying. Journal of Business Ethics, 99(2), 217-231.
296.Sparrowe, R. T., Soetjipto, B. W., & Kraimer, M. L. (2006). Do leaders’ influence tactics relate to members’ helping behavior? It depends on the quality of the relationship. Academy of Management Journal, 49(6), 1194-1208.
297.Spector, P. E. (2006). Method variance in organizational research: Truth or urban legend? Organizational Research Methods, 9, 221-232.
298.Stets, J. E., & Burke, P. J. (2000). Identity theory and social identity theory. Social Psychology Quarterly, 63(3), 224-237.
299.Stevens, G. K., Greer, C. R., (1995). Doing business in Mexico: Understanding cultural differences. Organizational Dynamics, 24(1), 39-55.
300.Streiner, D. L., & Norman, G. R. (2008). Health Measurement Scales: A Practical Guide to Their Development and Use (4th Ed.). New York, NY: Oxford University Press.
301.Stryker, S. (1980). Symbolic Interactionism: A Social Structural Version. Menlo Park, CA: Benjamin/Cummings.
302.Stryker, S. (1991). Exploring the relevance of social cognition for the relationship of self and society: Linking the cognitive perspective and identity theory. In J. A. Howard, & P. L. Callero (Eds.). The Self-Society Dynamic: Cognition, Emotion, and Action, 19-41. Cambridge: Cambrdige University Press.
303.Suls, J., & Wills, T. (Eds.). (1991). Social Comparison: Contemporary Theory and Research. Hillsdale, NJ: Erlbaum.
304.Sy, T. (2010). What do you think of followers? Examining the content, structure, and consequences of implicit followership theories. Organizational Behavior and Human Decision Processes, 113(2), 73-84.
305.Tajfel, H. (1981). Human Groups and Social Categories: Studies in Social Psychology. New York, NY: Cambridge University Press.
306.Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. Austin & S. Worchel (Eds.). The Social Psychology of Intergroup Relations. Monterey, CA: Brooks/Cole.
307.Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In S. Worchel & W. G. Austin (Eds.). Psychology of Intergroup Relations. Chicago, IL: Nelson.
308.Tong, L. K. (1973). Confucian Jen and Platonic eros: A comparative study. Chinese Culture, 14(3), 1-8.
309.Triandis, H. C. (1989). The self and social behavior in differing cultural contexts. Psychological Bulletin, 96(3), 506-520.
310.Tsui, A. S. (2004). Contributing to global management knowledge: A case for high quality indigenous research. Asia Pacific Journal of Management, 21(4), 491-513.
311.Tsui, A. S., Nifadkar, S. S., & Ou, A. Y. (2007). Cross-national, cross-cultural organizational behavior research: Advances, gaps, and recommendations. Journal of Management, 33(3), 426-478.
312.Turner, J. C. (1985). Social categorization and the self-concept: A social cognitive theory of group behavior. In E. J. Lawler (Ed.). Advances in Group Processes, 2, 77-122. Greenwich, CT: JAI Press.
313.Turner, J. C., Hogg, M., Oakes, P. J., Reicher, S., & Wetherell, M. (1987). Rediscovering the Social Group: A Self-categorization Theory. Oxford, UK: Basil Blackwell.
314.Turner, J. C., Oakes, P. J., Haslam, S. A., & McGarty, C. (1994). Self and collective: Cognition and social context. Personality and Social Psychology Bulletin, 20(5), 454-463.
315.Uhl-Bien, M., & Maslyn, M. (2005). Paternalism as a Form of Leadership: Differentiating Paternalism from Leader-member Exchange. Paper presented at the meeting of the Academy of Management, Honolulu, Hawaii.
316.Uhl-Bien, M., Tierney, P. S., Graen, G. B., & Wakabayashi, M. (1990). Company paternalism and the hidden-investment process: Identification of the “right type” for line managers in leading Japanese organizations. Group & Organization Studies, 15(4), 414-430.
317.Ullrich, J., Christ, O., & van Dick, R. (2009). Substitutes for procedural fairness: Prototypical leaders are endorsed whether they are fair or not. Journal of Applied Psychology, 94(1), 235-244.
318.van Gils, S., van Quaquebeke, N. & van Knippenberg, D. (2010). The X-factor: On the relevance of implicit leadership and followership theories for leader-member exchange (LMX) agreement. European Journal of Work and Organizational Psychology, 19(3), 333-363.
319.van Knippenberg, B., & van Knippenberg, D. (2005). Leader self-sacrifice and leadership effectiveness: The moderating role of leader prototypicality. Journal of Applied Psychology, 90(1), 25-37.
320.van Knoppenberg, D. & Hogg, M. A. (2003a). A social identity model of leadership effectiveness in organizations. Research in Organizational Behavior, 25, 243-295.
321.van Knippenberg, D., & Hogg, M. A. (2003b). Identity, leadership, and power: Preface and introduction. In D. van Knippenberg, & M. A. Hogg (Eds), Leadership and Power: Identity Processes in Groups and Organizations, 1-4, Thousand Oaks, CA: Sage Publications.
322.Van Vugt, M., Hogan, R., & Kaiser, R. B. (2008). Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63(3), 182-196.
323.Venkatraman, N., & Grant, J. H. (1986). Construct measurement in organizational strategy research: A critique and proposal. Academy of Management Review, 11(1), 71-87.
324.Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
325.Wang, A. C., & Cheng, B. S. (2010). When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. Journal of Organizational Behaviour, 31(1), 106-121.
326.Wang, A. C., Chinag, J. T. J., Tsai, C. Y., Lin, T. T., & Cheng, B. S. (2013). Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance. Organizational Behavior and Human Decision Processes, 122(2), 101-113.
327.Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Maagement Journal, 48(3), 420-432.
328.Wang, H., Tsui, A. S., & Xin, K. R. (2011). CEO leadership behaviors, organizational performance, and employees’ attitudes. The Leadership Quarterly, 22(1), 92-105.
329.Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82-111.
330.Webster. (1975). Webster’s Dictionary. Springfield, MA: Merriam-Webster.
331.Weick, K. E. (1995). Sensmaking in Organizations. Thousand Oaks, CA: Sage.
332.Wernimont, P. F. (1971). What supervisors and subordinates expect of each other. Personnel Journal, 50(3), 204-208.
333.Westley, F., & Mintzberg, H. (1989). Visionary leadership and strategic management. Strategic Management Journal, 10(S1), 17-32.
334.Westwood, R. I. (1997). Harmony and patriarchy: The cultural basis for “paternalistic headship” among the overseas Chinese. Organization Studies, 18(3), 445-480.
335.Westwood, R. I., & Chan, A. (1992). Headship and leadership. In R. I. Westwood (Ed.). Organizational Behavior: A Southeast Asian Perspective, 123-129. Hong Kong: Longman Group.
336.Whiteley, P., Sy, T., & Johnson, S. K. (2012). Leaders’ conceptions of followers: Implications for naturally occurring Pygmalion effects. The Leadership Quarterly, 23(5), 822-834.
337.Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617.
338.Wofford, J. C., & Goodwin, V. L. (1994). A cognitive interpretation of transactional and transformational leadership theories. The Leadership Quarterly, 5(2), 161-86.
339.Wu, M., Huang, X., & Chan, S. C. H. (2012). The influencing mechanisms of paternalistic leadership in Mainland China. Asia Pacific Business Review, 18(4), 631-648.
340.Wu, M., Huang, X., Li, C., & Liu, W. (2012). Perceived interactional justice and trust-in-supervisor as mediators for paternalistic leadership. Management and Organization Review, 8(1), 97-121.
341.Wu, T. Y., Hu, C., Jiang, D. Y. (2012). Is subordinate’s loyalty a precondition of supervisor’s benevolent leadership? The moderating effects of supervisors altruistic personality and perceived organizational support. Asian Journal of Social Psychology, 15(3), 145-155.
342.Wyer, R. S. Jr., & Lambert, A. J. (1994).The role of trait constructs in person perception: A historical perspective. In P. G. Devine, Hamilton & T. M. Ostrom (Eds.). Social Cognition: Impact on Social Psychology. New York: Academic Press.
343.Yang, C. F. (1988). Familism and development: An examination of the role of family in contemporary China Mainland, Hong Kong, and Taiwan. In D. Sinha & H. S. R. Kao (Eds.). Social Values and Development: Asian Perspectives, 93-123. New Delhi: Sage.
344.Yang, K. S. (1995). Chinese social orientation: An integrative analysis. In W. S. Tseng, T. Y. Lin, & Y. K. Yeh (Eds.), Chinese Societies and Mental Health, 19-39. Hong Kong: Oxford University Press.
345.Yang, X. H., Peng, Y. Q., & Lee, Y. T. (2008). The Confucian and Mencian philosophy of benevolent leadership. In C. C. Chen & Y. T. Lee (Eds.). Leadership and Management in China: Philosophies, Theories and Practices, 31-50. Cambridge, UK: Cambridge University Press.
346.Yukl, G. (1971). Toward a behavioral theory of leadership. Organizational Behavior and Human Performance, 6(4), 414-440.
347.Zhang, A. Y., Tsui, A. S., & Wang, D. X. (2011). Leadership behaviors and group creativity in Chinese organizations: The role of group processes. The Leadership Quarterly, 22(5), 851-862.
348.Zhang, Y., & Chen, C. C. (2013). Developmental leadership and organizational citizenship behavior: Mediating effects of self-determination, supervisor identification, and organizational identification. The Leadership Quarterly, 24(4), 534-543.
349.Zhang, Y., Huai, M. Y., & Xie, Y. H. (2014). Paternalistic leadership and employee voice in China: A dual process model. The Leadership Quarterly, http://dx.doi.org/10.1016/j.leaqua.2014.01.002.
350.Zhao, X., Lynch, J. G., Chen Q. (2010). Reconsidering Baron and Kenny: Myths and truths about mediation analysis. Journal of Consumer Research, 37(2), 197-206.