New Patterns Of Management

By M. Berg. 2016

418 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/454389b6816b3c9d0bbaecab50cafdb1c530f274

How researchers see this paper

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

1. Minseop Kim
2. T. Beehr
3. Mo Wang
4. B. Vermeeren
5. Junqi Shi
6. Matthew S. Prewett
7. Hui Liao
8. B. Kuipers

Citations in the corpus

• Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance (2014, methodology): “For example, this distinction underpins the differentiation made between transformational versus transactional leadership (Bass & Avolio, 1994) and participative versus authoritive leadership (Likert, 1961).”
• Leadership styles and employees’ motivation: Perspective from an emerging economy (2017, background): “Consequently, contributors like Likert (1961), Kahn & Katz (1952) also expanded the works of their predecessors by basically analyzing the relationship between supervisory behavior and employee productivity and satisfaction in 1947 at the University of Michigan.”
• Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “Likert (1961) advocated participative group decision making as the most effective style, which he labeled System 4, although most of his writing and examples seemed to apply to management groups.”
• The emerging role of transformational leadership (2015, methodology): “Likert (1961) conducted another empirical study at the University of Michigan, which aimed to define the relationship between leaders’ behaviour, group performance and processes within a group.”
• Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “participative leadership and employee involvement (e.g., Lawler, 1986; Likert, 1961).”
• Social networks and employee voice: The influence of team members' and team leaders' social network positions on employee voice (2016, background): “Third, leaders play critical ‘‘linking pin” positions connecting subordinates with higher-level managers and mediating the flow of organizational resources down the hierarchy (Graen, Dansereau, & Minami, 1972; Likert, 1961).”