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The Transformation of Professionals into Self-Managing and Partially Self-Designing Contributors: Toward a Theory of Leadership-Making
16 references·16 citing·36 second hopsampled
The Transformation of Professionals into Self-Managing and Partially Self-Designing Contributors: Toward a Theory of Leadership-Making (1991)The Transformation of Professionals into …The psychology of self-management in organizations. (2004)The psychology of self-manage…The machine that changed the world (1992)The machine that changed the …Toward a psychology of dyadic organizing. (1987)Toward a psychology of dyadic…The design of work teams (1987)The design of work teamsLeading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams (1987)Leading Workers to Lead Thems…Leadership and Performance beyond Expectations (1987)Leadership and Performance be…Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences. (1986)Vertical dyad linkage: A long…Self-Leadership: Toward an Expanded Theory of Self-Influence Processes in Organizations (1986)Self-Leadership: Toward an Ex…The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model (1982)The effects of leader—member …Role of leadership in the employee withdrawal process. (1982)Role of leadership in the emp…Intraorganizational influence tactics: Explorations in getting one's way. (1980)Intraorganizational influence…The Social Psychology of Organizations, (2nd Ed) (1979)The Social Psychology of Orga…Social Learning Theory. (1978)Social Learning Theory.Leader-member agreement: A vertical dyad linkage approach. (1978)Leader-member agreement: A ve…Handbook of Industrial and Organizational Psychology. (1977)Handbook of Industrial and Or…Science and Human Behavior (1953)Science and Human BehaviorFrom family successors to successful business leaders: A qualitative study of how high-quality relationships develop in family businesses (2020)From family successors to suc…Performance appraisal fairness, leader member exchange and motivation to improve performance: A study of US and Mexican employees (2018)Performance appraisal fairnes…Leadership and Performance of Public Employees: Effects of the Quality and Characteristics of Manager-Employee Relationships (2014)Leadership and Performance of…The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi (2013)The Leader–Member Exchange Th…Contextualizing LMX within the workgroup: The effects of LMX and justice on relationship quality and resource sharing among peers (2013)Contextualizing LMX within th…Economic and social leader–member exchange relationships and follower performance (2012)Economic and social leader–me…Don't leave your heart at home (2012)Don't leave your heart at homeRelational Leadership Theory: Exploring the Social Processes of Leadership and Organizing (2011)Relational Leadership Theory:…Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes (2011)Does it matter where your man…Using Leader-Member Exchange Theory to Examine Principal—School Counselor Relationships, School Counselors' Roles, Job Satisfaction, and Turnover Intentions (2009)Using Leader-Member Exchange …A Social Network Perspective on LMX Relationships: Accounting for the Instrumental Value of Leader and Follower Networks (2008)A Social Network Perspective …Withholding inputs in team contexts: Member composition, interaction processes, evaluation structure, and social loafing. (2006)Withholding inputs in team co…Leadership learning through lived experience: A process of apprenticeship? (2006)Leadership learning through l…Leader-Member Exchange, Transformational Leadership, and Value System (2005)Leader-Member Exchange, Trans…Impact of transformational leadership on followers’ influence strategies (2004)Impact of transformational le…How do I like thee? Let me appraise the ways (1993)How do I like thee? Let me ap…The social psychology of organizing (1969)Development of the Job Diagnostic Survey. (1975)Motivation through the design of work: test of a theory (1976)Managerial Leadership: A Review of Theory and Research (1989)The Social Scientific Study of Leadership: Quo Vadis? (1997)Relational Leadership Theory: Exploring the social processes of leadership and organizing (2006)Twenty years of consideration and structure (1973)The Bases of Social Power (1986)Influence tactics and objectives in upward, downward, and lateral influence attempts. (1990)POTENTIAL POWER AND POWER USE: AN INVESTIGATION OF STRUCTURE AND BEHAVIOR. (1993)The experience of power: Examining the effects of power on approach and inhibition tendencies. (2002)The Social Psychology of Organizations. (1979)RELATIONS BETWEEN WORK GROUP CHARACTERISTICS AND EFFECTIVENESS: IMPLICATIONS FOR DESIGNING EFFECTIVE WORK GROUPS (1993)Teams in Organizations: From Input-Process-Output Models to IMOI Models (2004)On the meaning of work: A theoretical integration and review (2010)A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. (1999)Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions (2000)The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior (2000)Self-efficacy: Toward a unifying theory of behavioral change. (1977)Self-efficacy: Toward a unifying theory of behavioral change (1978)Self-efficacy mechanism in human agency. (1982)Evaluating the use of exploratory factor analysis in psychological research. (1999)The job demands-resources model of burnout. (2001)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Social Identity Theory and the Organization (1989)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)Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. (2002)Sources of Conflict between Work and Family Roles (1985)Role congruity theory of prejudice toward female leaders. (2002)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group Performance (2004)Social Exchange Theory: An Interdisciplinary Review (2005)What Differences Make a Difference? (2005)PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS (1995)Dynamic capabilities and strategic management (1997)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1978Social Learning Theory.25,426 cited
  • 1987Leadership and Performance beyond Expectations12,412 cited
  • 1977Handbook of Industrial and Organizational Psychology.11,945 cited
  • 1953Science and Human Behavior8,944 cited
  • 1992The machine that changed the world5,805 cited
  • 1987The design of work teams2,152 cited
  • 1979The Social Psychology of Organizations, (2nd Ed)1,847 cited
  • 1987Toward a psychology of dyadic organizing.1,620 cited
  • 1980Intraorganizational influence tactics: Explorations in getting one's way.1,394 cited
  • 1982The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model1,065 cited
  • 1986Self-Leadership: Toward an Expanded Theory of Self-Influence Processes in Organizations1,065 cited
  • 1987Leading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams1,039 cited
  • 1982Role of leadership in the employee withdrawal process.514 cited
  • 1978Leader-member agreement: A vertical dyad linkage approach.370 cited
  • 1986Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences.330 cited

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  • 2004The psychology of self-management in organizations.321 cited
  • Cited by

    • 2006Withholding inputs in team contexts: Member composition, interaction processes, evaluation structure, and social loafing.187 cited
    • 2012Economic and social leader–member exchange relationships and follower performance120 cited
    • 2004Impact of transformational leadership on followers’ influence strategies116 cited
    • 2011Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes116 cited
    • 2009Using Leader-Member Exchange Theory to Examine Principal—School Counselor Relationships, School Counselors' Roles, Job Satisfaction, and Turnover Intentions112 cited
    • 2018Performance appraisal fairness, leader member exchange and motivation to improve performance: A study of US and Mexican employees110 cited
    • 2006Leadership learning through lived experience: A process of apprenticeship?108 cited
    • 2020From family successors to successful business leaders: A qualitative study of how high-quality relationships develop in family businesses106 cited
    • 2011Relational Leadership Theory: Exploring the Social Processes of Leadership and Organizing104 cited
    • 2014Leadership and Performance of Public Employees: Effects of the Quality and Characteristics of Manager-Employee Relationships94 cited
    • 2008A Social Network Perspective on LMX Relationships: Accounting for the Instrumental Value of Leader and Follower Networks92 cited
    • 2013The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi84 cited
    • 1993How do I like thee? Let me appraise the ways83 cited
    • 2012Don't leave your heart at home78 cited
    • 2013Contextualizing LMX within the workgroup: The effects of LMX and justice on relationship quality and resource sharing among peers74 cited
    • 2005Leader-Member Exchange, Transformational Leadership, and Value System73 cited