2Harvey, P. , Stoner, J. , Hochwarter, W. , &Kacmar, C. (2007) Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes. Leadership Quarterly,18,264 -280.
3Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Newbury Park, CA: Sage.
4Hoobler, J. , &Brass, D. (2006). Abusive supervision and family undermining as displaced aggression. Journal of Applied Psychology,91,1125 - 1133.
5House, R. J. , & Shamir, B. (1993). Toward the integration of transformational, charismatic, and Chemmers, & R. Ayman (Eds.), Leadership theory and research:Perspectives and directions ( pp. 577 - 594). New York: Academic Press.
6Howell, J. M. , &Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. Academy of Management Review,30,96 - 112.
7Hui, C. , Law, K. S. ,&Chen. Z. X. (1999). A structural equation model of the effects of negative affectivity, leader-member exchange and perceived job mobility on in-role and extra-role performance: A Chinese case. Organizational Behavior and Human Decision Processes, 77,3 - 21.
8Hui, C., Lee, C., &Rousseau, D. M. (2004). Employment relationships in China: Do workers relate to the organization or to people? Organization Science, 15,232 - 240.
9Kark, R. , Shamir, B. , &Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 8B, 246 - 255.
10Konovsky, M. A., &Pugh, S. D. (1994). Citizenship behavior and social exchange. Academy of Management Journal,37,656 -669.