Xu Huang

State Forestry and Grassland Administration

Author Statistics

Papers

Citation

H-Index

i-10 index

Research Trends

Author Order

Document Type

Co-Authors

Catherine K. Lam

City University of Hong Kong

Evert Van de Vliert

University of Groningen

Erica Xu

Hong Kong Baptist University

Wing Lam

University of Manchester

Gerben S. van der Vegt

University of Groningen

Frank Walter

University of Giessen

Yifeng Chen

Lingnan University

Simon C. H. Chan

Hong Kong Polytechnic University

Dean Tjosvold

Jiangxi University of Finance and Economics

Warren C. K. Chiu

Hong Kong Polytechnic University

Cooperative Institutions

Chinese Academy of Sciences

University of Chinese Academy of Sciences

Hong Kong Polytechnic University

University of Hong Kong

Sichuan University

Sun Yat-sen University

Huazhong University of Science and Technology

Central South University

University of Science and Technology of China

Shanghai Jiao Tong University

Author Statistics

Papers

Citation

H-Index

i-10 index

Research Field

The Threshold Effect of Participative Leadership and the Role of Leader Information Sharing

Academy of Management Journal (2014)

Catherine K. Lam Xu Huang Simon C. H. Chan

Drawing on implicit leadership theory (Brown & Lord, 2001; Eden & Leviatan, 1975), we hypothesize that the relationship between participative leadership and employee performance is curvilinear (J-shaped), suggesting that participative leadership is unrelated to employee performance when participative leadership is below a moderate level (i.e., a threshold). Above this threshold, increased participative leadership is related to higher employee performance. Building on adaptive resonance theory (Grossberg, 1999), a variant of implicit leadership theory, we further hypothesize that leaders' information-sharing behavior will moderate this curvilinear relationship. We test this model using two independent samples: office and call-center employees (Study 1) and factory workers (Study 2). Results from Study 1 reveal that this curvilinear relationship is stronger when leaders' information sharing is high and weaker when information sharing is low. Furthermore, in Study 2, we find that leadership effectiveness mediates the interactive effect of participative leadership and information sharing on objective work performance.

Information Sharing

10.5465/amj.2013.0427

Cite

Citations (157)

Journal of Applied Social Psychology (2008)

Yifeng Chen Xu Huang Dean Tjosvold

The present study investigated whether cooperative goals mediate the relationship between similarity in gender and self‐esteem and social support and relationship quality in ongoing peer dyads. Based on data collected from 209 student dyads, the findings largely support the mediating role of cooperative goals. However, the study found that gender similarity was positively related while self‐esteem similarity was negatively related to cooperative goals and relationship quality of peer dyad members.

Dyad

Similarity (geometry)

Peer relations

10.1111/j.1559-1816.2008.00343.x

Cite

Citations (9)

Intrusion Detection Technology Research Based on Machine Learning and Big Data Technology

Lecture notes on data engineering and communications technologies (2025)

Xu Huang Zesen Li

10.1007/978-981-96-0208-7_49

Cite

Citations (0)

LMX as a mediator between abusive leadership and work behaviors

PsycEXTRA Dataset (2009)

Erica H. H. Xu Catherine G. Lam Xu Huang

Abusive supervision

Mediator

10.1037/e518422013-455

Cite

Citations (0)

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Asia Pacific Journal of Management (2007)

Ka Wai Chan Xu Huang Peng Man Ng

Turnover Intention

Management styles

Chinese culture

10.1007/s10490-007-9037-4

Cite

Citations (81)

Application Analysis of Machine Learning Algorithms Based on Big Data Analysis

Lecture notes in electrical engineering (2025)

Xu Huang Zesen Li Chenchen Wang

10.1007/978-981-96-2798-1_44

Cite

Citations (0)

Where intrinsic job satisfaction fails to work: national moderators of intrinsic motivation

Journal of Organizational Behavior (2003)

Xu Huang Evert Van de Vliert

Abstract This study sought for national characteristics that moderate the individual‐level relationship between job characteristics and job satisfaction. Data from two distinct questionnaire surveys administered to 107,292 employees in 49 countries was analyzed by employing multilevel modeling. Results showed that the link between intrinsic job characteristics and job satisfaction is stronger in richer countries, countries with better governmental social welfare programs, more individualistic countries, and smaller power distance countries. By contrast, extrinsic job characteristics are strongly and positively related to job satisfaction in all countries. In addition, we found that intrinsic job characteristics tend to produce motivating satisfaction in countries with good governmental social welfare programs irrespective of the degree of power distance, while they do not tend to work so in countries with poor governmental social welfare programs as well as a large power distance culture. Socio‐economic and cultural approaches to explaining cross‐national variation in work motivation are discussed. Copyright © 2003 John Wiley & Sons, Ltd.

Work Motivation

10.1002/job.186

Cite

Citations (276)

The Role of Team Identification in the Relationship between Ostracism and Employee Responses

Academy of Management Proceedings (2013)

Erica Xu Xu Huang

We examined the conditions under which ostracism deters social loafing and organizational deviance and promotes helping behaviour. Using the sample from a telecommunication service company, we found that when team identification is high, ostracism decrease employees¡¦ social loafing and organizational deviance and increase their helping behaviour. The implications of the study for theory and practice are discussed.

Ostracism

Social loafing

Deviance

Organizational identification

Identification

10.5465/ambpp.2013.13664abstract

Cite

Citations (0)

A Multilevel Examination on Shared Leadership and Individual and Team Creativity

Academy of Management Proceedings (2015)

Po Hao Wei He Lirong Long Xu Huang

Shared leadership is a functional team process that has direct implications for team effectiveness. Nonetheless, leadership scholars know relatively little about whether, why, and when shared leadership cultivates individual and team creativity. In this paper we draw from the role-based view of shared leadership and develop a multilevel model regarding the effects of shared leadership on individual and team creativity. Results based on multi-source and time-lagged data collected from 251 full-time employees working in 64 R&D teams show that shared leadership has a cross-level relationship with individual role breadth self-efficacy, which in turn enhances individual creativity. At the team-level, results suggest that increased average individual creativity mediates the relationship between shared leadership and team creativity. In addition, this team-level mediation relationship is found to be strengthened by a high level of team-level task interdependence. Implications for future research and practice are discussed.

Psychological Safety

10.5465/ambpp.2015.13326abstract

Cite

Citations (0)

Negative affect and job performance: A density distribution approach

PsycEXTRA Dataset (2010)

Wu Liu Jane J. Yang Xu Huang

Affect

10.1037/e518392013-819

Cite

Citations (0)