[1] Luthans, F., &Avolio, B. J. Authentic leadership:A positive development approach[M]. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship:Foundations of a new discipline.San Francisco 7 Berrett-Koehler, 2003:241-261.
[2] Avolio, B. J., & Gardner, W. L. Authentic leadership development:Getting to the root of positive forms of leadership[J]. The Leadership Quarterly,2005, 16, 315-338.
[3] Avolio, B. J., Luthans, F., &Walumbwa, F. O. (2004b). Authentic leadership:Theory-building for veritable sustained performance[D]. Working paper.Gallup Leadership Institute, University of Nebraska-Lincoln.
[4] George, B. Authentic leadership:Rediscovering the secrets of creating lasting value[J]. CMA Management, 2003, 77(8):6-14.
[5] Walumbwa. F O. Avolio, B J. Gardner. W L. Wernsing.T S.And Peterson. S J. Authentic leadership:Development and validation of a theory-based measure. Journal of Management[J], 2008, 34(1):89-126.
[6] Amabile T M. A model of creativity and innovation in organizations[J]. Research in Organizational Behavior, 1988, 10:123.
[7] Zhou, J., & George, J. M. Awakening employee creativity:The role of leader emotional intelligence[J]. The Leadership Quarterly, 2003, 14, 545-568.
[8] Shalley CE, Gilson LL. What leaders need to know:A review of social and contextual factors that can foster or hinder creativity[J]. The Leadership Quarterly, 2004, 15(1):33-53.
[9] Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership:A review of the literature and research agenda[J]. The Leadership Quarterly, 2011, 22(6):1120-1145.
[10] Rego A, Sousa F,Marques C,&Cunha MP. Hope and positive affect mediating the authentic leadership andcreativity relationship[J]. Journal of Business Research, 2014, 67:200-210.
[11] Avolio, B. J., &Mhatre, K. H. Advances in theory and research on authentic leadership[C]. In K. S. Cameron, & G. Spreitzer (Eds.), TheOxford handbook of positive organizational scholarship. Oxford:Oxford University Press, 2012:773-783.
[12] Rego A, Sousa F,Marques C,&Cunha MP. Authentic leadership promoting employees' psychological capital and creativity[J]. Journal of Business Research, 2012, 65:429-437.
[13] Ekavll, G. Organizational climate for creativity and innovation[J]. European Journal of Work and Organizational Psychology, 1996, 5:105-123.
[14] May D R, Gilson R L, Harter L M. The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work[J]. Journal of Occupational and Organizational Psychology, 2004, 77:11-37.
[15] Gardner, W. L.,Avolio, B. J,Luthans F., May, D. R.,&Walumbw, F. O. Can you see the real me? A self-based model of authentic leader and follower development[J]. The Leadership Quarterly,2005, 16(3):343-372.
[16] Ilies, R.,Morgeson, F. P.,&Nahrgang, J. D. Authentic leadership and eudaemonic well-being:Understanding leader-follower outcomes[J]. The Leadership Quarterly,2005,16:373-394.
[17] Boone P F. Managing intra-corporate knowledge sharing[M]. Delft:Eburon, 1997.
[18] 曹科岩,龙君伟,杨玉浩.组织信任、知识分享与组织绩效关系的实证研究[J].科研管理,2008, 29(5):93-110.Cao Keyan, Long Junwei, Yang Yuhao.An empirical study on interaction among organizational trust, knowledge sharing, and organizationalperformance[J].ScienceResearchManagement,2008, 29(5):93-110.
[19] Hooff, B. V. D.,&Ridder, J. A. D. Knowledge sharing in context:The influence of organizational commitment, communication climate and CMC use on knowledge sharing[J]. Jounal of Knowledge Management, 2004, 8(6):117-130.
[20] Bock G W, Zmud R W,KIM Y G,et al. Behavioral intention formation in knowledge sharing:Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate[J]. MIS Quarterly, 2005, 29(1):87-111.
[21] Edmondson A C. Psychological safely and learning behavior in work teams[J].Administrative Science Quarterly, 1999(2):350-383.
[22] Tynan. R. The effects of threat sensitivity and face giving on dyadic psychological safety and upward communication[J].Journal of Applied Social Psychology,2005, (2):223-247.
[23] LinHF. Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions[J].Journal of Information Science,2007.33(2):135-149.
[24] Maerkus B, Frese M. Innovation not enough:Climates for initiative and psychological safety,proeess innovations and firm performance[J].Journal of Organizational Behavior,2003,24(1):45-68.
[25] Kark R., Carmeli A. Alive and creating:The mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement[J]. Journal of Organizational Behavior, 2009, 30:785-804.
[26] 简兆权,吴隆增,黄静.吸收能力、知识整合对组织创新和组织绩效的影响研究[J].科研管理,2008,29(1):80-96.Jian Zhaoquan, Wu Longzeng, Huang Jing. The impact of absorptive capability, knowledge integration on the organizational innovation and organizational performance[J].Science Research Management,2008, 29(1):80-96.
[27] Costigan, R D, Ilter, S S, Berman, J J. A multi-dimensional study of trust in organizations[J]. Journal of Managerial Issues, 1998, 10(3):303-317.
[28] Kahn W A. Psychological conditions of personal engagement and disengagement at work[J].Academy of Management Journal, 1990, 33:692-724. |