Work alienation and organizational leadership

By J. Sarros, George Tanewski, R. Winter, Joseph C. Santora, Iain Densten. 2002

268 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/541f32864d14ea89d633ae71bb72c18613b39245

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Work Alienation as a Mediator of the Relationship between Organizational Injustice and Organizational Commitment: Implications for Healthcare Professionals (2010, background): “…organizational leadership, organizational citizenship behavior, organizational commitment, drinking behavior, and satisfaction (Miller, 1975; Sarros et al., 2002; Banai & Reisel, 2007; Mendoza & Lara, 2007; Banai, Reisel, & Probst, 2004; Yang, Yang, & Kawachi, 2001; Bacharach & Aiken, 1979).”
An exploration of factors predicting work alienation of knowledge workers (2010, methodology): “However the five-factor model of organizational structure was not found to be sustainable under confirmatory factor analysis by Sarros et al. (2002)”
The influence of transformational leadership and organizational identification on intrapreneurship (2011, background): “Moreover, transactional leadership is found to accentuate feelings of anonymity associated with alienation among employees (Sarros et al. 2002).”
Transformational leadership and psychological well-being: the mediating role of meaningful work. (2007, background): “The meaninglessness component was defined as not being able to " comprehend the relationship of one's contributions to a larger purpose " (Sarros et al., 2002, p. 287).”
Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis (2012, unknown): “Whereas, transformational leadership style undertakes individual based consideration which is essential in organizational learning (Sarros et al. 2002), Transformational leadership draws intellectual consideration to problems at hand.”
An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda (2009, result): “For example, previous research has demonstrated a positive linkage between formalization and charismatic leadership (Sarros et al., 2002; Walter & Bruch, in press).”