The impact of superior–subordinate relationships on the commitment, job satisfaction, and performance of virtual workers

By Timothy D. Golden, John F. Veiga. 2008

325 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4f33a2b022e99b0ca497f8ed6cdd737bc72e62b4

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

How Effective Is Telecommuting? Assessing the Status of Our Scientific Findings (2015, background): “In another study, individuals with high-quality supervisory relationships who also telecommuted extensively experienced the highest levels of commitment, job satisfaction, and job performance (Golden & Veiga, 2008).”
A Within-Person Examination of the Effects of Telework (2014, background): “Given these factors, teleworkers need to display higher levels of self-management than do employees in a traditional work arrangement and need to have a trusting relationship with their supervisor (Hambley et al. 2007; Golden and Veiga 2008).”
The interactive effect of leader–member exchange and electronic communication on employee psychological empowerment and work outcomes (2014, methodology): “Past research related to LMX in the context of virtual work has used a single organization sample (e.g., Gajendran & Joshi, 2012; Golden & Veiga, 2008); and, more generally, research focused on leadership in conjunction with electronic communication has typically used ad hoc teams in the laboratory…”
From anxiety to assurance: concerns and outcomes of telework (2012, background): “Greater productivity as a perceived telework outcome is widely reported in past studies (Baruch, 2000; Duxbury et al., 1998; Golden and Veiga, 2008; Hopkinson et al., 2002; Mann et al., 2000; Martinez-Sánchez et al., 2007; Tietze and Musson, 2002; Tremblay, 2003; Tremblay and Genin, 2007),…”
Why individual employee engagement matters for team performance? (2019, background): “Golden and Veiga (2008) state that highly committed employees are more likely to be identified with their organizations and are more inclined to contribute to organizational performance.”
Reciprocal Relationships between Leader-Member Exchange (LMX) and Job Satisfaction: A Cross-Lagged Analysis (2011, background): “Considerable LMX research has demonstrated positive correlations between LMX and job satisfaction (e.g. Epitropaki & Martin, 1999; Golden & Veiga, 2008; Stepina, Perrewe, Hassell, & Harris, 1991).”
Systematically reviewing remote e-workers’ well-being at work: a multidimensional approach (2018, background): “Similarly, developing and maintaining good relationships was found to be extremely important to remote e-workers’ job satisfaction levels (Fay & Kline, 2012; Golden & Veiga, 2008; Staples, 2001), and organisational commitment (Golden & Veiga, 2008).”
Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review (2016, methodology): “We coded the LMX measure as LMX-7 when it was measured with one of the three available LMX-7 measures (Graen, et al., 1982; Graen & Uhl-Bien, 1995; Scandura & Graen, 1984); LMX-MDM was coded, when the LMX-MDM scale developed by Liden and Maslyn (1998) was used.”
How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership (2018, background): “The little available research has stressed the importance of high-quality leader-mem-ber exchange (Golden & Veiga, 2008), transformational leadership (Wang & Walumbwa, 2007) and supportive leader attributions for flexible work use (Leslie, Flaherty Manchester, Park, & Mehng, 2012) as central…”