964

SWIPE RIGHT ON LEADERSHIP: GEN Z'S SEARCH FOR AUTHENTICITY AT WORK

Camire Michael *

527

INTERPERSONAL COMPLEMENTARITY AND ITS EFFECT ON LEADER-FOLLOWER CREATIVE TEAMS

Hung Yu Sheng * , Kwan Letty

513

"HE'S MY BOSS, SO I DO WHAT HE SAYS." A GROUNDED THEORY STUDY ON FRAMING AND MAKING MEANING OF OBEDIENCE IN POLICE, MILITARY, AND HEALTHCARE INSTITUTIONS

Kärgel Katharina *

737

WE-AS-US OR WE-VS-THEM? HOW POLITICIANS' PRONOUN USE SHAPES ENDORSEMENT

Robin Bachmann * ^[1] , Gerpott Fabiola Heike ^[2] , Kerschreiter Rudolf ^[1]

994

ADDRESSING EMPLOYEES' RELUCTANCE TO BECOME MANAGERS: THE ROLES OF SUPERVISOR ROLE-MODELING AND SOCIAL LEARNING

Shishido Takuto *

1327

EMPOWERING LEADERSHIP, ENGAGEMENT, AND SATISFACTION OF HYBRID TEAM MEMBERS: THE MODERATING ROLE OF THE DEGREE OF VIRTUALITY

Arenas Melendez Hamid Yordan * , Rebelo Teresa , Lourenço Paulo Renato

1287

PERSONALITY TRAITS AND EMOTIONAL INTELLIGENCE INFLUENCE HOW SOUTH AFRICAN LEADERS FUNCTION OPTIMALLY IN THE CORPORATE WORLD POST THE COVID-19 PANDEMIC

Coetzee Nicoleen * , Ndlovu Phyllis

1295

CRISIS PERCEPTION BEYOND EXTREME EVENTS: GRAVITY, AMBIGUITY, AND LEADERSHIP EXPECTATIONS IN AN INTEGRATIVE MULTI‑STUDY INVESTIGATION

De Macedo Maia Victor *

1041

EXPANDING LEADERSHIP RESEARCH BEYOND WEIRD: A GENDERED ANALYSIS IN COLOMBIAN SMES

Escobar Mónica * , Cedeño Viviana

1099

THE TRICKLE-DOWN EFFECT OF COURAGEOUS LEADERSHIP: SCALE DEVELOPMENT, SUBORDINATE COURAGE, AND BOUNDARY CONDITIONS

Lin Szu-Yin , Huang Shih-Ting *