ScholarWorks@Gachon: Kang, Seung Wan

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Kang, Seung Wan (강승완)

Business Administration (Department of Business Administration)

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Tel 031-750-5219
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servant leadership:5||conservation of resources theory:4||Abusive supervision:4||Selfefficacy:3||Emotional exhaustion:3||Innovative behavior:3||creativity:3||psychological safety:2||psychological wellbeing:2||Psychological wellbeing:2||abusive supervision:2||Conservation of resources theory:2||Employee wellbeing:2||work engagement:2||job meaningfulness:2||LMX:2||exchange ideology:2||creative performance:2||selfsacrificial leadership:2||Conservation of resource theory:2||perceived organizational support:2||Knowledge sharing:2||competence:2||psychological empowerment:2||Honesty:1||Incivility:1||Inclusive leadership:1||Job autonomy:1||Job demandsresources theory:1||Job satisfaction:1||Job stress:1||Knowledge sharing intention:1||Leader–member exchange:1||Leader&apos:1||Leader’s positive feedback:1||Machiavellianism:1||Mediated moderation model:1||Military:1||Moderated mediation:1||Moderated mediation effect:1||Moral identity:1||Perceived organizational support:1||Perceived personorganization fit:1||Performance:1||Person–supervisor fit:1||Personjob fit:1||Polynomial regression:1||Proactive personality:1||Procedural justice:1||Psychological ownership:1||Psychological safety:1||Public service officer:1||Recovery experiences:1||Resource depletion:1||Resource orchestration capability:1||Risktaking behavior:1||Role of leader:1||Safety climate:1||Selfdetermination:1||Sleep deficit:1||Sleep quality:1||Social exchange:1||Social exchange theory:1||South Korea:1||Supervisor–subordinate congruence:1||Task complexity:1||Task interdependence:1||Task performance:1||Team member exchange:1||Technology:1||Threeway interaction model:1||Transformational leadership:1||Trust:1||Voice behavior:1||Weekend activities:1||Work engagement:1||age:1||aging workforce:1||autonomy:1||business education:1||career identity:1||cellular and openplan office:1||close monitoring:1||coaching leadership:1||congruence:1||conservation of resource theory:1||constructive voice behavior:1||corporate social responsibility:1||creative behavior:1||creative selfefficacy:1||destructive leadership:1||dyadic duration:1||education:1||emotion regulation:1||employee creativity:1||employee silence:1||employee wellbeing:1||employee work performance:1||empowering leadership:1||ethical leadership:1||ethics codes:1||felt obligation:1||followercentric:1||followership:1||happiness at work:1||highcommitment human resource management:1||human resource management:1||innovation performance:1||innovative work behaviour:1||interaction frequency:1||intrateam conflict:1||intrinsic motivation:1||involvement in creative task:1||job characteristics:1||job selfefficacy:1||job stress:1||knowledge integration:1||knowledge psychological ownership:1||knowledge structure:1||knowledge withholding intention:1||knowledgesharing climate:1||leader behavior:1||leader&apos:1||leadercentric:1||leaderfollower distance:1||leaderfollowers value congruence:1||leadership:1||leadership style:1||mWork:1||medication error:1||moderated mediation:1||moderated mediation model:1||moral exclusion theory:1||multilevel analysis:1||multilevel analysis:1||need for achievement:1||nurse:1||nursing unit:1||office setting:1||organization identification:1||organizational citizenship behavior:1||organizational citizenship behaviour:1||organizational diversity:1||organizational performance:1||organizational tenure:1||paradoxical leadership:1||parentingrole identity:1||pay satisfaction:1||perceived ESG:1||perceived insider status:1||perceived organisational support:1||perceived organizational politics:1||perceived salience:1||perceived supervisor support:1||presenteeism:1||prosocial behavior:1||public sector:1||relational conflict:1||review:1||s CSR promotion climate:1||s competence:1||s trust:1||sales performance:1||scenario based experiments:1||selfdetermination theory:1||serial mediation analysis:1||serial mediation model:1||shared leadership:1||sleep deprivation:1||social exchange theory:1||social identity theory:1||social learning theory:1||social loafing behaviors:1||task interdependence:1||task performance:1||task visibility:1||team characteristics:1||team effectiveness:1||team performance:1||team&apos:1||teammember exchange:1||tenure diversity:1||theorization:1||threeway interaction:1||transformational leadership:1||translation:1||trust in a supervisor:1||value congruence climate:1||voice behavior:1||work performance:1||workrole identity:1||건설적 발언행동:1||경영학습:1||교환 이데올로기:1||리더 중심:1||리더십:1||리뷰:1||마키아벨리즘:1||상사의 비인격적 행동:1||시나리오 기반 실험:1||심리적 주인의식:1||응용화:1||의무감:1||이론화:1||자기희생적 리더십:1||지식 독점의도:1||지식 심리적 소유감:1||지식체계:1||지식통합:1||창의성:1||팔로워 중심:1||팔로워십:1||핵심자기평가:1||Anger:1||Coaching leadership:1||Collaborative technology:1||Commitment to organizational change:1||Compensation:1||Competence:1||Constructive voice:1||Core selfevaluation:1||Coworker support:1||Coworker trust:1||Creative behavior:1||Creative performance:1||Creative selfefficacy:1||Creativity:1||Creativity inhibitors:1||Deviant behavior:1||Ego depletion theory:1||Empowering leadership:1||Entrepreneurial orientation:1||Environmental dynamics:1||Firm performance:1||Gender:1||Hierarchical multiple regression:1||

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