Perceptions of politics and organizational cynicism: An attributional and leader–member exchange perspective

By W. Davis, W. Gardner. 2004

260 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/599739378b950f050350102c686b821afa36cd9d

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change (2005, background): “As such, many scholars believe that cynicism is a malleable attitude, shaped greatly by the work context (Andersson & Bateman, 1997; Davis & Gardner, 2004; Wanous et al., 2000).”
Performance and turnover intentions: a social exchange perspective (2013, background): “In a high-quality LMX relationship, the leader provides the subordinate with such valued outcomes as more interesting and desirable tasks, increased responsibility, greater status, information sharing, career development opportunities, tangible rewards and benefits, and personal support and approval”
Organizational cynicism: Extending the exit, voice, loyalty, and neglect model of employees' responses to adverse conditions in the workplace (2007, background): “…1996; Johnson & O’Leary-Kelly, 2003; Pugh et al., 2003), organizational politics in which self-serving behavior may go at the expense of uprightness (Davis & Gardner, 2004), the feeling of being disregarded by the organization and not being treated with respect and dignity (Fleming & Spicer, 2003;…”
Failure factors in small and medium-sized enterprises: qualitative study from an attributional perspective (2010, background): “When considered along with attribution theory (Heider 1958; Kelley 1967 and Weiner 1979, 1985), this insight is not amazing; as from an attributional perspective individuals are likely to ascribe their failures to external causes (Miller and Ross 1975; Zuckerman 1979; Bettman and Weitz 1983; Davis ”
The Interactive Effects of Psychological Contract Breach and Organizational Politics on Perceived Organizational Support: Evidence from Two Longitudinal Studies (2009, unknown): “An exception to this gap is Davis and Gardner’s (2004) work that presents a theoretical model outlining how attributional processes within leader–member relationships impact perceptions of politics.”