Browsing by Author "Lin M-H"
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- ItemBehavioral evidence for global consciousness transcending national parochialism.(Springer Nature, 2023-12-04) Liu JH; Choi SY; Lee I-C; Leung AK-Y; Lee M; Lin M-H; Hodgetts D; Chen SXWhile national parochialism is commonplace, individual differences explain more variance in it than cross-national differences. Global consciousness (GC), a multi-dimensional concept that includes identification with all humanity, cosmopolitan orientation, and global orientation, transcends national parochialism. Across six societies (N = 11,163), most notably the USA and China, individuals high in GC were more generous allocating funds to the other in a dictator game, cooperated more in a one-shot prisoner's dilemma, and differentiated less between the ingroup and outgroup on these actions. They gave more to the world and kept less for the self in a multi-level public goods dilemma. GC profiles showed 80% test-retest stability over 8 months. Implications of GC for cultural evolution in the face of trans-border problems are discussed.
- ItemTransformational leadership and organizational citizenship behavior: new mediating roles for trustworthiness and trust in team leaders(Springer Nature, 2024-08-19) Lee MCC; Lin M-H; Srinivasan PM; Carr SCThis study investigates the pivotal role of trust in bridging the effects of transformational leadership on organizational citizenship behavior (OCB). The study was conducted using a multilevel longitudinal approach with 276 employees in 71 teams from private medium-sized organizations in Kuala Lumpur, Malaysia. Transformational leadership was found to be positively related to: (1) three facets of trustworthiness (ability, benevolence, and integrity); (2) trust in the leader; and (3) OCB. All three facets of trustworthiness mediated the relationship between transformational leadership and trust in leaders. In addition, trust in the leader mediated only the relationship between the benevolence facet of trustworthiness and OCB. As OCB is inherently benevolent, these findings not only are consistent with the principle of compatibility, but they also contribute to theorizing about ‘how’ trust plays an important role in the influence of transformational leadership on employees.