The performance evaluation context: Social, emotional, cognitive, political, and relationship components

By Gerald R. Ferris, Timothy P. Munyon, Kevin J. Basik, M. Buckley. 2008

187 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/95462231dce02068045b85a4d668866c75391920

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Gerald R. Ferris
2. B. P. Ellen
3. G. Blickle
4. Ceasar Douglas
5. Andreas Wihler
6. Sebastian C. Schuh
7. Rolf van Dick
8. Peng Tian

In Sociology and Political Science

1. Gerald R. Ferris
2. B. P. Ellen
3. G. Blickle
4. Ceasar Douglas
5. Andreas Wihler
6. Rolf van Dick
7. F. Morgeson
8. Darren C. Treadway

Citations in the corpus

• Further specification of the leader political skill–leadership effectiveness relationships: Transformational and transactional leader behavior as mediators (2013, background): “Some initial research has been done on political skill at the dimension level (e.g., Douglas & Ammeter, 2004; Ferris et al., 2008; Moss & Barbuto, 2010), but much more is needed that can profit from the development of sound theory in this area.”
• Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings (2018, background): “First, as several scholars have pointed out, the links between employee behaviors, LMX, and performance appraisals are dynamic and complex (Ferris et al., 2008; Lefkowitz, 2000).”