Chenwei Liao

Chenwei Liao
Michigan State University | MSU · School of Human Resources and Labor Relations

Ph.D.

About

24
Publications
80,673
Reads
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1,448
Citations
Additional affiliations
August 2014 - June 2020
Michigan State University
Position
  • Professor (Assistant)

Publications

Publications (24)
Article
Full-text available
Prior research is equivocal about whether leadership is more effective when it matches typical cultural practices (the cultural congruence argument) or compensates for "ineffective" cultural practices (the cultural compensation argument). We propose that a more nuanced answer to the congruence-versus-compensation debate requires the joint considera...
Article
Full-text available
Idiosyncratic deals (i-deals) are customized work arrangements that employees negotiate with their employer. Despite the burgeoning growth, ideals research is primarily focused on the benefits to the recipients without sufficiently considering how differences in ideals across group members can have implications at the group and individual levels. T...
Article
Full-text available
Integrating affective events theory, work-family compensation, and moral balance theory, the present study proposes a model that examines how and when abusive supervisory behavior is related to employees’ deviant behavior toward their supervisor. Using a diary method that involved two surveys per day over two weeks, we found support for our model b...
Article
Full-text available
Drawing on social exchange theory and social‐political theory of influence, we hypothesize that followers reciprocate servant leadership by engaging in voice behavior. Further, we propose that promotive and prohibitive forms of voice are differentially endorsed by leaders and that follower political skill is pivotal in the social influence process...
Article
Full-text available
Drawing from the performance requirement matching perspective of leadership effectiveness (Zaccaro, Green, Dubrow, & Kolze, 2018), the current study investigates how leader proactive personality and team need for approval interactively relate to team commitment and subsequent team performance. We hypothesize that the positive effect of leader proac...
Article
Full-text available
One distinguishing feature of servant leadership is the proposition that servant leaders develop followers who also engage in serving behaviors. Drawing upon social learning theory, we argue that follower dispositional self-interest is a boundary condition affecting the transference of manager servant leadership to follower engagement in serving be...
Article
Full-text available
Leader behaviors are dynamic and vary over time, and leaders’ actions at a given time can have ramifications for their subsequent behavior. Taking such a dynamic perspective on leader behaviors, we examined daily servant leadership behavior and its downstream effects on the leaders themselves from a within-person self-regulation perspective. Result...
Article
Understanding leadership functioning in virtual teams becomes critical as organizations increasingly use dispersed teams for talent acquisition. In the current article I present a preliminary model that explicates how task- and relationship-oriented leader behaviors influence team and individual processes and outcomes in virtual teams. Further, I d...
Article
Extending prior research on idiosyncratic deals (i-deals), in the current study we examine the functioning of i-deals in the context of leader-member exchange (LMX) differentiation. To that end, we integrate justice, social exchange, and social comparison theories and hypothesize that employee perceptions of their managers' procedural fairness and...
Article
Full-text available
Idiosyncratic deals (i-deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis of i-deals research, combining a qualitative review of i-deals theory and research with a supplementary meta-analysis of 23 empirical studies (k = 27 samples,...
Article
Although liking or affect was a central construct during the 1980's and 1990's in supervisor-subordinate dyadic research, a review of the literature suggests that since the turn of the century leader-member exchange (LMX) has emerged as the primary construct to assess relational quality. A question exists whether liking, as a reflection of interper...
Conference Paper
Building on extant work engagement research, the purpose of this study is to understand the beneficial outcomes of work engagement, beyond task performance, for the organization and the employee. Integrating research on voice, we propose that employee engagement enhances employee creative behavior and promotability through voice behavior. Applying...
Article
The notion of a high status servant leader is somewhat an oxymoron; servant leaders purportedly relegate their status to serve their followers. However, effective servant leaders must act as a resource for their followers to effectively serve. Thus, this research expands the current understanding of how servant leaders function as a resource to inf...
Article
Full-text available
In a sample of 961 employees working in 71 restaurants of a moderately sized restaurant chain, we investigated a key tenet of servant leadership theory that servant leaders guide followers to emulate the leader's behavior by prioritizing the needs of others above their own. We developed and tested a model contending that servant leaders propagate s...

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