P-ISSN 1081-8510
E-ISSN 2380-1751
Vol. 30, Issue 3, 2020November 19, 2020 CDT
ccby-4.0
Authentic Leadership and Relational Power Increasing Employee Performance: A Systematic Review of “Leadership and Power” as a Positive Dyadic Relationship
Authentic Leadership and Relational Power Increasing Employee Performance: A Systematic Review of “Leadership and Power” as a Positive Dyadic Relationship
Articles in Vol. 30, Issue 3, 2020
Vol. 30, Issue 3, 2020
- Family Human Capital and the Championing of Innovation in Small FirmsRichard L GottschallJeremy Alan Woods
- Sustainability Engagement or Not? U.S. SMEs ApproachNarges KasiriHormoz MovassaghiSarah Lamoureux
- Do Entrepreneurs Do Good Deeds to Maximize Wins or Avoid Losses? A Regulatory Focus PerspectiveWhitney Oliver PeakeMariah YatesDennis BarberAmy McMillan
- The Functionality of Entrepreneurial Passion and Entrepreneurial Bricolage on Micro-Entrepreneur’s WellbeingSyed Abidur RahmanSeyedeh Khadijeh TaghizadehMirza Mohammad Didarul AlamGolam Mostafa Khan
- Towards SMEs’ Digital Transformation: The Role of Agile Leadership and Strategic FlexibilityOlivia FachrunnisaArdian AdhiatmaNajah LukmanMd. Noh Ab Majid
- Authentic Leadership and Relational Power Increasing Employee Performance: A Systematic Review of “Leadership and Power” as a Positive Dyadic RelationshipTiffany Strom
- How Open Innovation Strategy and Effectuation Within Platform Ecosystem Can Foster Innovation Performance: Evidence From Digital Multi-Sided Platform StartupsAdhi Setyo SantosoRuslan PrijadiTengku Ezni Balqiah
Strom, T. (2020). Authentic leadership and relational power increasing employee performance: A systematic review of “leadership and power” as a positive dyadic relationship. Journal of Small Business Strategy, 30(3), 86–101.