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The dual attachment concept: A longitudinal investigation of the combination of task characteristics and leader—member exchange
16 references·16 citing·38 second hopsampled
The dual attachment concept: A longitudinal investigation of the combination of task characteristics and leader—member exchange (1984)The dual attachment concept: A longitudin…The Motivation to Work (2017)The Motivation to WorkThe effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model (1982)The effects of leader—member …The job characteristics approach to task design: A critical review. (1981)The job characteristics appro…The Social Psychology of Organizations. (1979)The Social Psychology of Orga…Substitutes for leadership: Their meaning and measurement (1978)Substitutes for leadership: T…Motivation through the design of work: test of a theory (1976)Motivation through the design…Contingency Approaches to Leadership. (1976)Contingency Approaches to Lea…Development of the Job Diagnostic Survey. (1975)Development of the Job Diagno…A vertical dyad linkage approach to leadership within formal organizations (1975)A vertical dyad linkage appro…Problems with the use of "moderator" variables. (1971)Problems with the use of "mod…Employee reactions to job characteristics. (1971)Employee reactions to job cha…A Path Goal Theory of Leader Effectiveness (1971)A Path Goal Theory of Leader …How we should measure "change": Or should we? (1970)How we should measure "change…Sociological Methodology, 1969. (1969)Sociological Methodology, 196…Industrial Jobs and the Worker (1966)Industrial Jobs and the Worker“Consideration,”“Initiating Structure,” and Organizational Criteria‐ a Review (1966)“Consideration,”“Initiating S…Laissez-Faire Leadership and Affective Commitment: the Roles of Leader-Member Exchange and Subordinate Relational Self-concept (2020)Laissez-Faire Leadership and …Social-cognitive, relational, and identity-based approaches to leadership (2016)Social-cognitive, relational,…A team level investigation of the relationship between Leader–Member Exchange (LMX) differentiation, and commitment and performance (2012)A team level investigation of…Interactions with the public: Bridging job design and emotional labor perspectives (2010)Interactions with the public:…The Mediating Role of Feedback Avoidance Behavior in the LMX—Performance Relationship (2009)The Mediating Role of Feedbac…The influence of work‐family culture and workplace relationships on work interference with family: a multilevel model (2007)The influence of work‐family …A model of task demands, social structure, and leader–member exchange and their relationship to job satisfaction (2006)A model of task demands, soci…Need for leadership as a moderator of the relationships between leadership and individual outcomes (2002)Need for leadership as a mode…EFFECTS OF LMX AND DIFFERENTIAL TREATMENT ON WORK UNIT COMMITMENT (2002)EFFECTS OF LMX AND DIFFERENTI…Implications of leader‐member exchange theory and research for human resource development research (1999)Implications of leader‐member…Measuring Quality of Interaction Between Leaders and Members (1996)Measuring Quality of Interact…Subordinate Performance, Leader‐Subordinate Compatibility, and Exchange Quality in Leader‐Member Dyads: A Field Study (1995)Subordinate Performance, Lead…Top management leadership: Inside the black box (1990)Top management leadership: In…Operationalizing charismatic leadership using a levels-of-analysis framework (1990)Operationalizing charismatic …Influences of supervisor liking of a subordinate and the reward context on the treatment and evaluation of that subordinate (1990)Influences of supervisor liki…Effects of categorization, attribution, and encoding processes on leadership perceptions. (1987)Effects of categorization, at…Statistical principles in experimental design. (1962)Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? (1991)A META‐ANALYTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR (1995)Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010)Role Conflict and Ambiguity in Complex Organizations (1970)Organizational commitment, job satisfaction, and turnover among psychiatric technicians. (1974)Personality and leadership: A qualitative and quantitative review. (2002)Toward a theory of spiritual leadership (2003)Leadership: Current Theories, Research, and Future Directions (2008)The social psychology of organizing (1969)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)The Handbook of Social Psychology (1969)A three-component conceptualization of organizational commitment (1991)A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies (2000)The Power of Feedback (2007)Work and the Nature of Man. (1967)THE HUMAN SIDE OF ENTERPRISE (1985)What Constitutes a Theoretical Contribution? (1989)Motivation and Personality (1997)Self‐determination theory and work motivation (2005)The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work. (2006)Workplace spirituality and employee work attitudes (2003)Positive Psychology in Clinical Practice (2004)Media, Tasks, and Communication Processes: A Theory of Media Synchronicity1 (2008)Negative affectivity: The disposition to experience aversive emotional states. (1984)The Economics of Schooling: Production and Efficiency in Public Schools. (1986)Latent Variable Modeling of Differences and Changes with Longitudinal Data (2008)Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings (1987)CONFIGURATIONAL APPROACHES TO ORGANIZATIONAL ANALYSIS. (1993)Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? (1997)Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign (1979)The measurement of experienced burnout (1981)The job demands-resources model of burnout. (2001)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK. (1990)A Dynamic Theory of Organizational Knowledge Creation (1994)
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References

  • 1979The Social Psychology of Organizations.12,235 cited
  • 1976Motivation through the design of work: test of a theory8,956 cited
  • 1975Development of the Job Diagnostic Survey.7,244 cited
  • 2017The Motivation to Work5,564 cited
  • 1971A Path Goal Theory of Leader Effectiveness3,052 cited
  • 1975A vertical dyad linkage approach to leadership within formal organizations2,886 cited
  • 1970How we should measure "change": Or should we?2,463 cited
  • 1971Employee reactions to job characteristics.2,442 cited
  • 1978Substitutes for leadership: Their meaning and measurement1,746 cited
  • 1982The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model1,065 cited
  • 1969Sociological Methodology, 1969.754 cited
  • 1971Problems with the use of "moderator" variables.546 cited
  • 1966Industrial Jobs and the Worker475 cited
  • 1981The job characteristics approach to task design: A critical review.356 cited
  • 1966“Consideration,”“Initiating Structure,” and Organizational Criteria‐ a Review280 cited
  • 1976Contingency Approaches to Leadership.

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264 cited

Cited by

  • 1987Effects of categorization, attribution, and encoding processes on leadership perceptions.286 cited
  • 2012A team level investigation of the relationship between Leader–Member Exchange (LMX) differentiation, and commitment and performance161 cited
  • 2007The influence of work‐family culture and workplace relationships on work interference with family: a multilevel model145 cited
  • 2010Interactions with the public: Bridging job design and emotional labor perspectives128 cited
  • 2002Need for leadership as a moderator of the relationships between leadership and individual outcomes125 cited
  • 1990Top management leadership: Inside the black box118 cited
  • 2020Laissez-Faire Leadership and Affective Commitment: the Roles of Leader-Member Exchange and Subordinate Relational Self-concept99 cited
  • 1990Operationalizing charismatic leadership using a levels-of-analysis framework94 cited
  • 1996Measuring Quality of Interaction Between Leaders and Members90 cited
  • 1990Influences of supervisor liking of a subordinate and the reward context on the treatment and evaluation of that subordinate79 cited
  • 2016Social-cognitive, relational, and identity-based approaches to leadership78 cited
  • 2002EFFECTS OF LMX AND DIFFERENTIAL TREATMENT ON WORK UNIT COMMITMENT68 cited
  • 1999Implications of leader‐member exchange theory and research for human resource development research66 cited
  • 2009The Mediating Role of Feedback Avoidance Behavior in the LMX—Performance Relationship64 cited
  • 1995Subordinate Performance, Leader‐Subordinate Compatibility, and Exchange Quality in Leader‐Member Dyads: A Field Study63 cited
  • 2006A model of task demands, social structure, and leader–member exchange and their relationship to job satisfaction62 cited