Boundary Conditions of the Galatea Effect: A Field Experiment and Constructive Replication

By D. McNatt, T. Judge. 2004

104 citations recorded by the source corpus.

Subfields: General Decision Sciences, Marketing, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/02eca1fcccb936d54f2fc4d69cf8c486f00132a0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Decision Sciences

1. Adam M. Grant
2. J. Schaubroeck
3. T. Judge
4. Brent A. Scott
5. John C. Shaw
6. R. Liden
7. Gerald R. Ferris

In Marketing

1. Adam M. Grant
2. J. Schaubroeck
3. T. Judge
4. Brent A. Scott
5. Abraham Carmeli
6. Simon S. K. Lam
7. R. Liden
8. S. Cha

In Sociology and Political Science

1. T. Judge
2. Adam M. Grant
3. Brent A. Scott
4. Abraham Carmeli
5. Ashler Tishler
6. J. Schaubroeck
7. R. Liden
8. Robyn L. Brouer

Citations in the corpus

• How CEO empowering leadership shapes top management team processes: Implications for firm performance (2011, background): “Such confidence from the leader encourages members to believemore fully in the team's capabilities (McNatt & Judge, 2004).”
• A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “Such leader expectations of followers serve as self-fulfilling prophecies that have been shown in experimental (McNatt, 2000; McNatt & Judge, 2004) and field (Liden, Wayne, & Stilwell, 1993; Wayne, Shore, & Liden, 1997) studies to be positively related to LMX and follower work behaviors.”
• Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, background): “Since the effects of motivational interventions often fade over time (e.g., McNatt & Judge, 2004), it will be critical to build, test, and refine theory about how beneficiary contact influences the sustainability of performance changes over time, as well as to test the underlying availability and…”
• Self-efficacy and work-related performance: the integral role of individual differences. (2007, background): “Sometimes small effects can be important, and, practically, one advantage of self-efficacy is that it is malleable in a way that may be relatively costless (McNatt & Judge, 2004).”
• Embracing transformational leadership: team values and the impact of leader behavior on team performance. (2007, background): “This confidence on the part of leaders can have a contagious effect on members’ own confidence (McNatt & Judge, 2004).”