Citation Impact
Citing Papers
User Acceptance of Information Technology: Toward A Unified View1
2003 Standout
Composing Group-Level Constructs From Individual-Level Survey Data
2008
Advances in Organizational Justice
2001
Handbook of Industrial, Work & Organizational Psychology
2001
Leader-Member Exchange, Transformational Leadership, and Value System
2005
The Manager-Salesperson Relationship: an Exploratory Examination of the Vertical-Dyad Linkage Model
1986
Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models
2008 Standout
Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate.
2005 Standout
Firefighters, critical incidents, and drinking to cope: The adequacy of unit-level performance resources as a source of vulnerability and protection.
2008
A group-level model of safety climate: Testing the effect of group climate on microaccidents in manufacturing jobs.
2000 Standout
Is everyone in agreement? An exploration of within-group agreement in employee perceptions of the work environment.
2001
In the shadow of the boss's boss: Effects of supervisors' upward exchange relationships on employees.
2007
Climate as a moderator of the relationship between leader-member exchange and content specific citizenship: Safety climate as an exemplar.
2003
High-Performance Work Systems and Occupational Safety.
2005
Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.
2001 Standout
Common method biases in behavioral research: A critical review of the literature and recommended remedies.
2003 Standout
Understanding why they don’t see eye to eye: An examination of leader–member exchange (LMX) agreement.
2009
From Ideal to Real: A Longitudinal Study of the Role of Implicit Leadership Theories on Leader-Member Exchanges and Employee Outcomes.
2005
The interactive effect of leader-member exchange and communication frequency on performance ratings.
2003
Predicting group-level outcome variables from variables measured at the individual level: A latent variable multilevel model.
2007
Leader--member exchange, differentiation, and psychological contract fulfillment: A multilevel examination.
2008
Linking service climate and customer perceptions of service quality: Tests of a causal model.
1998
An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes.
2000
A general multilevel SEM framework for assessing multilevel mediation.
2010 Standout
The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.
2007
Support from the top: Supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships.
2007
Neutralizing substitutes for leadership theory: Leadership effects and common-source bias.
2002
A Multilevel Model of Safety Climate: Cross-Level Relationships Between Organization and Group-Level Climates.
2005 Standout
Investigating contingencies: An examination of the impact of span of supervision and upward controllingness on leader–member exchange using traditional and multivariate within- and between-entities analysis.
2000
Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–member exchange in the diversity to turnover relationship.
2009
Transformational Leadership: Relations to the Five-Factor Model and Team Performance in Typical and Maximum Contexts.
2004
A Surgical Safety Checklist to Reduce Morbidity and Mortality in a Global Population
2009 Standout
Explaining employment relationships with social exchange and job embeddedness.
2009
Role of Commitment to the Supervisor, Leader-Member Exchange, and Supervisor-Based Self-Esteem in Employee-Supervisor Conflicts
2009
Leader-member exchange and citizenship behaviors: A meta-analysis.
2007
Climate strength: a new direction for climate research.
2002
Promoting more integrative strategies for leadership theory-building.
2007
Understanding team adaptation: A conceptual analysis and model.
2006 Standout
The Social Scientific Study of Leadership: Quo Vadis?
1997 Standout
Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement
2009
Leader-Member Exchange: Antecedents and Consequences of the Cadre and Hired Hand
1990
Substitutes for leadership: Their meaning and measurement
1978
The Leader-Member Exchange as a Link between Managerial Trust and Employee Empowerment
2001
Relational Demography and Relationship Quality in Two Cultures
2000
Using Social Exchange Theory to Distinguish Procedural from Interactional Justice
2002
The Interaction of Leader and Member Characteristics in the Leader-Member Exchange (Lmx) Model of Leadership
1991
Exploring work unit context and leader-member exchange: a multi-level perspective
2000
Effects of within-group and between-groups variation in leadership.
1981
Transformational leadership, leader-member exchange (lmx), and ocb: The role of motives.
2005
Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader‐member exchange
2009
Quality of supervisor-subordinate relationship, cultural values, and organizational justice
2007
Team-Member Exchange Under Team and Traditional Management
1995
The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time
2008
Definitely not a breeze: Extending an operant model of effective supervision to teams.
1989
Social structure in leader‐member interaction
1989
Failed Upward Influence Attempts
1996
Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?
1991 Standout
Comparing correlations based on individual-level and aggregated data.
1993
Self-Reports in Organizational Research: Problems and Prospects
1986 Standout
Testing Multilevel Mediation Using Hierarchical Linear Models
2008
Subordinate Performance, Leader‐Subordinate Compatibility, and Exchange Quality in Leader‐Member Dyads: A Field Study
1995
Generalizability of the Vertical Dyad Linkage Model of Leadership.
1980
Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions
2001
A CROSS‐LEVEL INVESTIGATION OF FACTORS INFLUENCING UNSAFE BEHAVIORS AND ACCIDENTS
1996
Employee Turnover: A Meta-Analysis and Review with Implications for Research
1986 Standout
The Link Between the Quality of the Supervisor–Employee Relationship and the Level of the Employee's Job Satisfaction
2006
Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice
1993
An evaluation of precursors of hospital employee turnover.
1978 Standout
A longitudinal study on the early development of leader-member exchanges.
1993
Easing the strain: The buffer role of supervisors in the perceptions of politics–strain relationship
2005
A Test of the Links between Family Interference with Work, Job Enrichment and Leader–Member Exchange
2006
Comparing antecedents and consequences of leader – member exchange in a German working context to findings in the US
2005
Effects of Linking-Pin Quality on the Quality of Working Life of Lower Participants
1977
The Quality of Salesperson-Manager Relationship: The Effect of Latitude, Loyalty and Competence
1998
Demographic diversity and employee attitudes: An empirical examination of relational demography within work units.
1997
The Predictive Utility of the Vertical Dyad Linkage Approach
1986
A further test of leadership effects due to between-group variation and within-group variation.
1982
Problems with detecting moderators in leadership research using moderated multiple regression
2003
Praise for Proactivity: The Role of Leadership and Supervisor Personality in Rewarding Employee Proactivity
2009
A FIELD STUDY OF THE INFLUENCE OF SITUATIONAL CONSTRAINTS LEADER-MEMBER EXCHANGE, AND GOAL COMMITMENT ON PERFORMANCE.
1998
Employee turnover: An empirical and methodological assessment
1979
Personality, affect, and behavior in groups revisited: Comment on aggregation, levels of analysis, and a recent application of within and between analysis.
1993
Is it “trustworthy”? A multiple-levels-of-analysis reexamination of an ohio state leadership study, with implications for future research
1995
Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders
2005
Contextual and Individual Difference Factors Predicting Individuals’ Desire to Provide Upward Feedback
2006
Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models.
1998 Standout
Effects of Dyadic Quality and Duration on Performance Appraisal
1994
THE IMPACT OF EMPLOYEE COMMUNICATION AND PERCEIVED EXTERNAL PRESTIGE ON ORGANIZATIONAL IDENTIFICATION.
2001 Standout
Reconceptualizing Mentoring at Work: A Developmental Network Perspective
2001 Standout
The Similarity of Individual Directed and Group Directed Leader Behavior Descriptions.
1979
Workplace Relationship Quality and Employee Information Experiences
2005
An investigation of the apprenticeship organizational socialization strategy
1988
Cohesiveness and Organizational Citizenship Behavior: A Multilevel Analysis Using Work Groups and Individuals
1997
Benchmarking multilevel methods in leadership
2002
The Effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior
1993
Are Group Consensus in Leader-Member Exchange (LMX) and Shared Work Values Related to Organizational Outcomes?
2006
THE IMPACT OF SUBORDINATE DISABILITY ON LEADER-MEMBER EXCHANGE RELATIONSHIPS.
2001
CITIZENSHIP BEHAVIOR AND SOCIAL EXCHANGE.
1994
A model of task demands, social structure, and leader–member exchange and their relationship to job satisfaction
2006
The Effect of Similarity on Performance Ratings and Interrater Agreement
1989
Meta-Analytic review of leader–member exchange theory: Correlates and construct issues.
1997 Standout
The role of leader‐member exchanges in mediating the relationship between locus of control and work reactions
2005
A comparative study of the impact of leader‐member exchange in US and Indian samples
2005
The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations
1990
Leader-Member Exchange, Perceived Organizational Justice, and Cooperative Communication
2001
Influences on the quality of supervisor–subordinate relations: The role of time‐pressure, organizational commitment, and locus of control
1994
Authentic leadership development: Getting to the root of positive forms of leadership
2005 Standout
The Structure and Function of Collective Constructs: Implications for Multilevel Research and Theory Development
1999
SOCIAL CONTEXT OF PERFORMANCE EVALUATION DECISIONS.
1993
The vertical dyad linkage model of leadership: Problems and prospects
1984
Social exchange in organizations: Perceived organizational support, leader–member exchange, and employee reciprocity.
1996
Teamwork in the Operating Room
2006
The statistical analysis of data from small groups.
2002
Job resignation as a function of role orientation and leader acceptance: A longitudinal investigation of organizational assimilation
1977
What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite
1997 Standout
Leader-Member Exchange Theory and Research: Accomplishments and Future Challenges
2006
Role of leadership in the employee withdrawal process.
1982 Standout
Japanese management progress: Mobility into middle management.
1988
The Role of Subordinate Performance and Ingratiation in Leader-Member Exchanges
1994
PREDICTING EMPLOYEE TURNOVER FROM LEADER-MEMBER EXCHANGE: A FAILURE TO REPLICATE.
1985
PERSON‐ORGANIZATION FIT: AN INTEGRATIVE REVIEW OF ITS CONCEPTUALIZATIONS, MEASUREMENT, AND IMPLICATIONS
1996 Standout
Value Perceptions in Leader-Member Exchange
1988
An examination of the multidimensionality of supervisor and subordinate perceptions of leader‐member exchange
2006
NETWORK MEMORY: THE INFLUENCE OF PAST AND CURRENT NETWORKS ON PERFORMANCE.
2004 Standout
Leader‐member exchanges and board performance of voluntary sport organizations
2004
Multilevel Theorizing about Creativity in Organizations: A Sensemaking Perspective
1999
Supervisor-subordinate similarity: Types, effects, and mechanisms.
1988
BEYOND SIMPLE DEMOGRAPHIC EFFECTS: THE IMPORTANCE OF RELATIONAL DEMOGRAPHY IN SUPERIOR-SUBORDINATE DYADS.
1989
A field study of a cognitive approach to understanding transformational and transactional leadership
1998
GUANXI: CONNECTIONS AS SUBSTITUTES FOR FORMAL INSTITUTIONAL SUPPORT.
1996 Standout
Cooperative Networks and Competitive Dynamics: a Structural Embeddedness Perspective
2001
The Role of Leader-Member Exchange in the Performance Appraisal Process
2006
IMPLICIT THEORIES, SELF-SCHEMAS, AND LEADER-MEMBER EXCHANGE.
1997
Leader–member social exchange (LMSX): development and validation of a scale
2007
System Development Project Effectiveness: Problem‐Solving Competence as a Moderator Variable*
1989
Role of leadership in the employee withdrawal process: A constructive replication.
1985
INTERPERSONAL RELATIONS AS A CONTEXT FOR THE EFFECTS OF APPRAISAL INTERVIEWS ON PERFORMANCE AND SATISFACTION: A LONGITUDINAL STUDY.
1991
DEVELOPMENT OF A LEADER-MEMBER EXCHANGE: A LONGITUDINAL TEST.
1996
Toward Understanding and Measuring Conditions of Trust: Evolution of a Conditions of Trust Inventory
1991
Vertical Exchanges and Organizational Commitments of American Business Managers
1990
When managers decide not to decide autocratically: An investigation of leader–member exchange and decision influence.
1986
Efficacy-Performing Spirals: A Multilevel Perspective
1995
Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices
1999
Manager-subordinate dyads: Relationships among task and social contact, manager friendliness and subordinate performance in management groups
1988
HOW TRANSFORMATIONAL LEADERSHIP WEAVES ITS INFLUENCE ON INDIVIDUAL JOB PERFORMANCE: THE ROLE OF IDENTIFICATION AND EFFICACY BELIEFS
2008
Multilevel analysis of organizational goal congruence.
1994
LEADERSHIP AND SEX‐SIMILARITY: A COMPARISON IN A MILITARY SETTING
2007
Salesperson Performance and Managerially Controllable Factors: An Investigation of Individual and Work Group Effects
1990
Moderating effects of initial leader–member exchange status on the effects of a leadership intervention.
1984
Different perspectives on selection for international assignments: the impact of LMX and gender
2001
Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors
1990 Standout
Multidimensionality of leader-member exchange: An empirical assessment through scale development
1998
Leader-Member Exchange, Objective Performance, Employment Duration, and Supervisor Ratings: Testing for Moderation and Mediation
1998
Implications of Member Role Differentiation
1991
A Contingency Approach to Appraisal Satisfaction: An Initial Investigation of the Joint Effects of Organizational Variables and Appraisal Characteristics
1990
Distance in organizations
1993
Understanding Method Variance in Multitrait-Multirater Performance Appraisal Matrices: Examples Using General Impressions and Interpersonal Affect as Measured Method Factors
1998
On the application of within and between analysis: Are absence and affect really group-based phenomena?
1992
The relationship between work values similarity and team–member and leader–member exchange relationships.
1999
Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance
2009
The Role of the Initial Interaction in Leader-Member Exchange
1990
Influence of leader behaviors on the leader‐member exchange relationship
2009
Determinants of Leader-Subordinate Exchange Relationships
1982
Leader–member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes
2006
Leadership: Current Theories, Research, and Future Directions
2008 Standout
LMX and Subordinate Performance: The Moderating Effects of Task Characteristics
2002
Adding to Contingent-Reward Behavior
1990
Managerial career development: Japanese style
1980
LEADER-FOLLOWER EXCHANGE QUALITY: THE ROLE OF PERSONAL AND INTERPERSONAL ATTRIBUTES.
1994
Attributional conflict between managers and subordinates: An investigation of leader‐member exchange effects
1993
What's the difference? diversity constructs as separation, variety, or disparity in organizations
2007 Standout
Leadership and expectations: Pygmalion effects and other self-fulfilling prophecies in organizations
1992
Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors.
2002
Team-member exchange quality: A new construct for role-making research
1989
The Knowledge-Based View, Nested Heterogeneity, and New Value Creation: Philosophical Considerations on the Locus of Knowledge
2007 Standout
Ceo Charismatic Leadership: Levels-of-Management and Levels-of-Analysis Effects
1999
Relational Leadership Theory: Exploring the social processes of leadership and organizing
2006
Organizational citizenship behavior: Its nature and antecedents.
1983 Standout
Beyond personal Leader–Member Exchange (LMX) quality: The effects of perceived LMX variability on employee reactions
2008
Pay-for-performance dilemma revisited: Empirical example of the importance of group effects.
1988
Leader-Member Exchange Quality and Effectiveness Ratings
1998
The dual attachment concept: A longitudinal investigation of the combination of task characteristics and leader—member exchange
1984
LEADER-MEMBER EXCHANGE AND SUPERVISOR CAREER MENTORING AS COMPLEMENTARY CONSTRUCTS IN LEADERSHIP RESEARCH.
1994
Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships.
2007
The criterion problem: 1917–1992.
1992 Standout
1998
HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY.
1998 Standout
Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study.
1990
Meta-analysis, level of analysis, and best estimates of population correlations: Cautions for interpreting meta-analytic results in organizational behavior.
1999
On fire: Charismatic leadership and levels of analysis
1995
Superior-Subordinate Relationships: A Multiple Levels of Analysis Approach
1992
Trust and Leader—Member Exchange
2008
THE ROLE OF SAFETY CLIMATE AND COMMUNICATION IN ACCIDENT INTERPRETATION: IMPLICATIONS FOR LEARNING FROM NEGATIVE EVENTS.
1998
POSITIVE PSYCHOLOGICAL CAPITAL: MEASUREMENT AND RELATIONSHIP WITH PERFORMANCE AND SATISFACTION
2007 Standout
Quality of Vertical Dyad Linkages: Congruence of Supervisor and Subordinate Competence and Role Stress as Explanatory Variables
1985
Diversified Mentoring Relationships in Organizations: A Power Perspective
1997
Authentic Leadership: Development and Validation of a Theory-Based Measure†
2007 Standout
A reciprocal and longitudinal investigation of the innovation process: the central role of shared vision in product and process innovation teams (PPITs)
2004
Empowerment in the Hospitality Industry: an Exploration of Antecedents and Outcomes
1994
Social support, group consensus and stressor–strain relationships: social context matters*
2001
Leader–member agreement: A vertical dyad linkage approach.
1978
Personality, affect, and behavior in groups.
1990
Reconsidering the vertical dyad linkage model of leadership
1983
IMPACT OF LEADERSHIP AND TEAM MEMBERS' INDIVIDUALISM- COLLECTIVISM ON TEAM PROCESSES AND OUTCOMES: A LEADER- MEMBER EXCHANGE PERSPECTIVE
2005
A disagreement about within-group agreement: Disentangling issues of consistency versus consensus.
1992
Attributions and Exchanges: The Effects of Interpersonal Factors on the Diagnosis of Employee Performance
1989
Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity
1998
Influences of supervisor liking of a subordinate and the reward context on the treatment and evaluation of that subordinate
1990
An Overview of the Logic and Rationale of Hierarchical Linear Models
1997
THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER–MEMBER EXCHANGE AND ORGANIZATION‐BASED SELF‐ESTEEM
2008
The role of human capital, motivation and supervisor sponsorship in predicting career success
1999
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement
2010 Standout
LMX‐citizenship behavior relationship: justice as a mediator
2006
Centering Decisions in Hierarchical Linear Models: Implications for Research in Organizations
1998 Standout
Gender in the boss–subordinate relationship: a Nigerian study
2004
Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences.
1986
ATTITUDES AND EFFECTIVENESS: EXAMINING RELATIONS AT AN ORGANIZATIONAL LEVEL
1996
Cross-Level Inference and Organizational Research: Perspectives on Interpretation and Application
1983
Servant Leadership: A Review and Synthesis
2010 Standout
Group Size and Measures of Group-Level Properties: An Examination of Eta-Squared and ICC Values
1998
The folly of theorizing “A” but testing “B”
2001
Leader‐Member Exchange and Transformational Leadership: An Empirical Examination of Innovative Behaviors in Leader‐Member Dyads
1997
Supervisor trust building, leader‐member exchange and organizational citizenship behaviour
1994
A new occupational self-efficacy scale and its relation to personality constructs and organizational variables
2002
Leader‐member exchange‐subordinate outcomes relationship: role of voice and justice
2007
A model of relational leadership
2000
Achieving communication goals in superior‐subordinate relationships: The multi‐functionality of upward maintenance tactics
1991
Applications of Multilevel Structural Equation Modeling to Cross-Cultural Research
2005
Leader distance: a review and a proposed theory
2002
The job demands-resources model of burnout.
2001 Standout
Equity and relationship quality influences on organizational citizenship behaviors
2005
Coordinating Expertise in Software Development Teams
2000 Standout
Understanding Social Loafing: The Role of Justice Perceptions and Exchange Relationships
2003
Understanding prosocial behavior, sales performance, and turnover: A group-level analysis in a service context.
1990
An Integrative Model Of Organizational Trust
1995 Standout
An examination of the curvilinear relationship between leader–member exchange and intent to turnover
2005
JUSTICE AS A MEDIATOR OF THE RELATIONSHIP BETWEEN METHODS OF MONITORING AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR.
1993 Standout
BEYOND RELATIONAL DEMOGRAPHY: TIME AND THE EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON WORK GROUP COHESION.
1998
Leader-member exchange, differentiation, and task interdependence: implications for individual and group performance
2006
The Effects of Leader and Subordinate Characteristics in the Development of Leader–Member Exchange Quality1
1999
HEARING IT THROUGH THE GRAPEVINE: THE INFLUENCE OF SOURCE, LEADER‐RELATIONS, AND LEGITIMACY ON SURVIVORS' FAIRNESS PERCEPTIONS
1998
The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model
1982
A General Approach for Representing Constructs in Organizational Research
1998 Standout
Ten years of The leadership quarterly
2000
Conscientiousness and contextual performance
2007
Two Routes to Influence: Integrating Leader-Member Exchange and Social Network Perspectives
2005
Testing the relationship of locus of control to different performance dimensions
1993
Perceptions of politics and organizational cynicism: An attributional and leader–member exchange perspective
2004
Causes of employee turnover: A test of the Mobley, Griffeth, Hand, and Meglino model.
1982 Standout
The leader‐member exchange patterns of women leaders in industry: A discourse analysis
1993
Social Exchanges Within Organizations and Work Outcomes
2004
Servant leadership: Development of a multidimensional measure and multi-level assessment
2008 Standout
Testing a path model for antecedents of accountability
2005
From Micro to Meso: Critical Steps in Conceptualizing and Conducting Multilevel Research
2000 Standout
A META‐ANALYTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR
1995 Standout
Centering Decisions in Hierarchical Linear Models: Implications for Research in Organizations
1998 Standout
International generalizability of American hypotheses about Japanese management progress: A strong inference investigation
1990
Perspective—The Black Box of Organizational Demography
1997
Balance in leader and follower perceptions of leader–member exchange: Relationships with performance and work attitudes
2009
Effects of leader warmth and directiveness on subordinate performance on a subsequent task.
1984
Manager-Subordinate Control Patterns and Judgments About the Relationship
1987
Subordinates' Resistance and Managers' Evaluations of Subordinates' Performance
2006
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 Standout
Effects of leadership and leader‐member exchange on commitment
2005
Motivation to Lead, Motivation to Follow: The Role of the Self-Regulatory Focus in Leadership Processes
2007
DETERMINANTS OF INNOVATIVE BEHAVIOR: A PATH MODEL OF INDIVIDUAL INNOVATION IN THE WORKPLACE.
1994 Standout
Perceptions of justice within leader-employee dyads
2006
Examining the Link Between Leader Member Exchange and Subordinate Performance: The Role of Task Analyzability and Variety as Moderators
1992
Leader Communication Style: A Test of Average Versus Vertical Dyad Linkage Models
1985
Control and exchange: The impact of work environment on the work effort of low relationship quality employees
2007
Sex discrimination in managerial selection: Testing predictions of the vertical dyad linkage model
1978
Leader–member exchange in teams: An examination of the interaction between relationship differentiation and mean LMX in explaining team-level outcomes
2006
Integration of climate and leadership: Examination of a neglected issue.
1989
Perceptions of an innovative climate: examining the role of divisional affiliation, work group interaction, and leader/subordinate exchange
1992
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
1999
Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership
1995
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange
2011 Standout
The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance.
1999
The Relationship Among Perceptual Similarity, Sex, and Performance Ratings in Manager-Subordinate Dyads.
1983
Differential effects of strain on two forms of work performance: individual employee sales and creativity
2001
Follower developmental characteristics as predicting transformational leadership: a longitudinal field study
2003
Gender and power in organizations: A longitudinal perspective.
1989 Standout
Perceived Transformational Leadership, Organizational Commitment, and Citizenship Behavior: A Case Study in Intercollegiate Athletics
2001
Difference score measures of organizational behavior variables: A critique
1981
Effects of leadership and leader‐member exchange on innovativeness
2008
Ethical leadership: A social learning perspective for construct development and testing
2005 Standout
A framework for testing meso‐mediational relationships in Organizational Behavior
2007
Leader cognition in real-world settings: How do leaders think about crises?
2007
Reciprocity in Manager-Subordinate Relationships: Components, Configurations, and Outcomes
2003
The social context of leader–subordinate relations: An investigation of the effects of group cohesiveness.
1980
Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development
1998
Putting upward influence strategies in context
1997
Leader-Member Exchange Model of Leadership: A Critique and Further Development
1986 Standout
Review and conceptual analysis of the employee turnover process.
1979 Standout
Works of Fred Dansereau being referenced
Professionalism and Role Making in a Service Organization: A Longitudinal Investigation
1974
Leadership Behaviors as Cues to Performance Evaluation.
1973
Avoiding the “Fallacy of the Wrong Level”
2006
The Effect of Adding Items to Scales: An Illustrative Case of LMX
2001
Leadership Convergence: An Application of Within and Between to Validity
1983
Followers, motivations, and levels of analysis
2000
A multiple level of analysis perspective on the debate about individualism.
1989
Theory Testing and Organizational Behavior: The Varient Approach.
1987
Is more discussion about levels of analysis really necessary?When is such discussion sufficient?
2006
Organizational understructure and leadership: A longitudinal investigation of the managerial role-making process
1976
Individualized Leadership
2002
GROUP SIZE AND ABSENTEEISM RATES: A LONGITUDINAL ANALYSIS.
1982
Instrumentality theory and equity theory as complementary approaches in predicting the relationship of leadership and turnover among managers
1973
Levels Issues in Theory Development, Data Collection, and Analysis
1994
Expectancy as a moderator of the relationship between job attitudes and turnover.
1974
Viewing leadership through an elephant’s eye
2001
Dysfunctional leadership styles
1972
A vertical dyad linkage approach to leadership within formal organizations
1975 Standout
Levels Issues in Theory Development, Data Collection, and Analysis
1994
Multiple Levels of Analysis From a Longitudinal Perspective: Some Implications for Theory Building
1999
Multilevel Analytical Techniques: Commonalties, Differences, and Continuing Questions.
2000
Leadership and Empowerment: A Social Exchange Perspective
1995
Negotiating Latitude: A Within- and Between-Groups Analysis of a Key Construct in the Vertical Dyad Linkage Theory of Leadership
1983
Leadership and levels of analysis: A state-of-the-science review
2005
Individualized leadership: A new multiple-level approach
1995
Leadership: The multiple-level approaches
1995
An empirical test of the man-in-the-middle hypothesis among executives in a hierarchical organization employing a unit-set analysis
1972
Levels of Analysis and the Vertical Dyad Linkage Approach to Leadership
1985
Introduction
1995
A dyadic approach to leadership: Creating and nurturing this approach under fire
1995
A multiple level of analysis perspective on the debate about individualism.
1989