Leader-Member Exchange Quality and Effectiveness Ratings
暂无分享,去创建一个
[1] R. Tagiuri,et al. Person perception and interpersonal behavior , 1959 .
[2] D. Byrne. The Attraction Paradigm , 1971 .
[3] Charles N. Greene,et al. Relationships among Role Accuracy, Compliance, Performance Evaluation, and Satisfaction within Managerial Dyads , 1972 .
[4] T. Wall,et al. Are deficiency scores deficient , 1973 .
[5] William J. Haga,et al. A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process , 1975 .
[6] Jacob Cohen,et al. Applied multiple regression/correlation analysis for the behavioral sciences , 1979 .
[7] Albert A. Harrison. Individuals and groups : understanding social behavior , 1976 .
[8] W. A. Schiemann,et al. Leader–member agreement: A vertical dyad linkage approach. , 1978 .
[9] Ralph A. Alexander,et al. Attitudinal Congruence and Similarity as Related to Interpersonal Evaluations in Manager-Subordinate Dyads , 1980 .
[10] G. Graen,et al. Generalizability of the vertical dyad linkage model of leadership. , 1980 .
[11] G. Yukl,et al. Leadership in Organizations , 1981 .
[12] G. Johns. Difference score measures of organizational behavior variables: A critique. , 1981 .
[13] V. Berger-Gross. Difference score measures of social perceptions revisited: A comparison of alternatives , 1982 .
[14] George B. Graen,et al. Role of leadership in the employee withdrawal process. , 1982 .
[15] Paul T. Costa,et al. Social desirability scales: More substance than style. , 1983 .
[16] K. N. Wexley,et al. The relationship among perceptual similarity, sex, and performance ratings in manager-subordinate dyads. , 1983, Academy of Management journal. Academy of Management.
[17] Robert P. Vecchio,et al. The vertical dyad linkage model of leadership: Problems and prospects , 1984 .
[18] V. Berger-Gross,et al. Great expectations: a no-conflict explanation of role conflict , 1984 .
[19] Michael C. White,et al. An Empirical Examination of the Parsimony of Perceptual Congruence Scores , 1985 .
[20] P. M. Podsakoff,et al. Self-Reports in Organizational Research: Problems and Prospects , 1986 .
[21] R. Liden,et al. Leader-Member Exchange Model of Leadership: A Critique and Further Development , 1986 .
[22] G. Graen,et al. Toward a psychology of dyadic organizing. , 1987 .
[23] B. Schneider. THE PEOPLE MAKE THE PLACE , 1987 .
[24] P. Costa,et al. Validation of the five-factor model of personality across instruments and observers. , 1987, Journal of personality and social psychology.
[25] D. Turban,et al. Supervisor-subordinate similarity: types, effects, and mechanisms. , 1988, The Journal of applied psychology.
[26] D. Organ. Organizational citizenship behavior: The good soldier syndrome. , 1988 .
[27] Paul T. Costa,et al. From catalog to classification: Murray's needs and the five-factor model. , 1988 .
[28] Steve W. J. Kozlowski,et al. Integration of climate and leadership: Examination of a neglected issue. , 1989 .
[29] Paul T. Costa,et al. More Reasons to Adopt the Five-Factor Model , 1989 .
[30] Joyce Hogan,et al. How to measure employee reliability. , 1989 .
[31] Cheryl L. Adkins,et al. A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. , 1989 .
[32] A. Tsui,et al. Beyond Simple Demographic Effects: The Importance of Relational Demography in Superior-Subordinate Dyads , 1989 .
[33] G. Graen,et al. International generalizability of American hypotheses about Japanese management progress: A strong inference investigation , 1990 .
[34] Scott B. MacKenzie,et al. Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors , 1990 .
[35] Newell K. Eaton,et al. Criterion-related validities of personality constructs and the effect of response distortion on those validities , 1990 .
[36] A. Tellegen,et al. An alternative "description of personality": the big-five factor structure. , 1990, Journal of personality and social psychology.
[37] Gerald R. Ferris,et al. Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study. , 1990 .
[38] J. M. Digman. PERSONALITY STRUCTURE: EMERGENCE OF THE FIVE-FACTOR MODEL , 1990 .
[39] Robert H. Moorman,et al. Relationship between organizational justice and organizational citizenship behaviors : do fairness perceptions influence employee citizenship ? , 1991 .
[40] L. J. Williams,et al. Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors , 1991 .
[41] W. E. Mcclane. The Interaction of Leader and Member Characteristics in the Leader-Member Exchange (Lmx) Model of Leadership , 1991 .
[42] Murray R. Barrick,et al. THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE: A META-ANALYSIS , 1991 .
[43] J. Neuliep,et al. Replication Research in the Social Sciences , 1991 .
[44] Cheryl L. Adkins,et al. Value Congruence and Satisfaction with a Leader: An Examination of the Role of Interaction , 1991 .
[45] Richard S. Wellins,et al. Empowered Teams: Creating Self-Directed Work Groups That Improve Quality, Productivity, and Participation , 1991 .
[46] Vernon D. Miller,et al. INFORMATION SEEKING DURING ORGANIZATIONAL ENTRY: INFLUENCES, TACTICS, AND A MODEL OF THE PROCESS , 1991 .
[47] J. George,et al. Feeling good-doing good: a conceptual analysis of the mood at work-organizational spontaneity relationship. , 1992, Psychological bulletin.
[48] John E. Hunter,et al. Development of a Causal Model of Processes Determining Job Performance , 1992 .
[49] L. Hough. The 'Big Five' Personality Variables--Construct Confusion: Description Versus Prediction , 1992 .
[50] R. McCrae,et al. An introduction to the five-factor model and its applications. , 1992, Journal of personality.
[51] S. Briggs,et al. Assessing the five-factor model of personality description. , 1992, Journal of personality.
[52] K. Clark. Impact of Leadership. , 1992 .
[53] Jeffrey R. Edwards,et al. Problems with the use of profile similarity indices in the study of congruence in organizational research. , 1993 .
[54] Gerald R. Ferris,et al. Social Context of Performance Evaluation Decisions , 1993 .
[55] Robert C. Liden,et al. A longitudinal study on the early development of leader-member exchanges. , 1993 .
[56] J. Tisak,et al. Discrepancy Measures of Role Stress Revisited: New Perspectives on Old Issues , 1993 .
[57] R. H. Moorman,et al. JUSTICE AS A MEDIATOR OF THE RELATIONSHIP BETWEEN METHODS OF MONITORING AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR , 1993 .
[58] S. Wayne,et al. The Effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior , 1993 .
[59] L. R. Goldberg. The structure of phenotypic personality traits. , 1993, The American psychologist.
[60] D. Gentner,et al. Respects for similarity , 1993 .
[61] Murray R. Barrick,et al. Conscientiousness and performance of sales representatives: Test of the mediating effects of goal setting. , 1993 .
[62] M. A. Campion,et al. The Knowledge, Skill, and Ability Requirements for Teamwork: Implications for Human Resource Management , 1994 .
[63] D. Day,et al. Difference Scores: Rationale, Formulation, and Interpretation , 1994 .
[64] Ronald J. Deluga,et al. The Role of Subordinate Performance and Ingratiation in Leader-Member Exchanges , 1994 .
[65] Jeffrey R. Edwards,et al. Regression Analysis as an Alternative to Difference Scores , 1994 .
[66] Dennis W. Organ,et al. Personality and Organizational Citizenship Behavior , 1994 .
[67] John Tisak,et al. Defending and Extending Difference Score Methods , 1994 .
[68] L. V. Dyne,et al. Organizational Citizenship Behavior: Construct Redefinition, Measurement, and Validation , 1994 .
[69] Ronald J. Deluga. Supervisor trust building, leader-member exchange and organizational citizenship behaviour. , 1994 .
[70] J. Tisak,et al. Rejoinder to Edwards’ s Comments , 1994 .
[71] Arthur G. Bedeian,et al. Leader-follower exchange quality: the role of personal and interpersonal attributes. , 1994 .
[72] J. Edwards. The Study of Congruence in Organizational Behavior Research: Critique and a Proposed Alternative , 1994 .
[73] Jack Block,et al. Going beyond the five factors given: rejoinder to Costa and McCrae (1995) and Goldberg and Saucier (1995) , 1995 .
[74] D. Organ,et al. A META-ANALYTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR , 1995 .
[75] J. Block. A contrarian view of the five-factor approach to personality description. , 1995, Psychological bulletin.
[76] G. Graen,et al. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective , 1995 .
[77] Dennis W. Organ,et al. Personality, satisfaction, and organizational citizenship behavior. , 1995 .
[78] Murray R. Barrick,et al. Relative importance of personality and general mental ability in managers' judgments of applicant qualifications. , 1995, The Journal of applied psychology.
[79] R. Liden,et al. Effects of impression management on performance ratings: A longitudinal study. , 1995 .
[80] Stephen G. Green,et al. Development of Leader-Member Exchange: A Longitudinal Test , 1996 .
[81] Randall P. Settoon,et al. Social Exchange in Organizations: Perceived Organizational Support, Leader-Member Exchange, and Employee Reciprocity , 1996 .
[82] Dennis W. Organ,et al. Dispositional and contextual determinants of organizational citizenship behavior , 1996 .
[83] Chockalingam Viswesvaran,et al. Role of social desirability in personality testing for personnel selection: The red herring. , 1996 .
[84] Joyce Hogan,et al. Personality Measurement and Employment Decisions. Questions and Answers. , 1996 .
[85] Stephen G. Green,et al. Demographic and organizational influences on leader–member exchange and related work attitudes. , 1996 .