Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research

By Philip M. Podsakoff, William H. Bommer, Nathan P. Podsakoff, Scott B. MacKenzie. 2006

493 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a37bc1a09916408cb51d7dedc564cd67704f7c21

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Mediating effect of innovative culture and organizational learning between leadership styles at third-order and organizational performance in Malaysian SMEs (2019, background): “” According to Podsakoff, Bommer, Podsakoff, and MacKenzie (2006), contingent rewards depict the leader ’ s image that clearly corresponds to the goals to be achieved and that give rewards to followers that fulfill their jobs.”
Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance (2016, background): “…‘suite’ of responses, that is, by forgiving (e.g., Fehr, Gelfand, & Nag, 2010), rewarding (e.g., Podsakoff, Bommer, Podsakoff, & MacKenzie, 2006), punishing (e.g., Podsakoff et al., 2006), ignoring (e.g., Hinkin & Schriesheim, 2008a), or manipulating them (e.g., Wilson, Near, & Miller, 1996).”
Transformational leadership and job satisfaction: the moderating effect of contingent reward (2018, background): “Further, there are differences in effect sizes ( Judge and Piccolo, 2004; Podsakoff et al., 2006), suggesting moderator relationships (House, 1996).”
Managing Customer and Organizational Complexity in Sales Organizations (2014, background): “…when leaders administer rewards and punishments contingent on certain behaviors, they motivate followers by clarifying expectations, identifying the rewards available in return for meeting certain expectations, or correcting them when salespeople do not perform effectively (Podsakoff et al. 2006).”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “A meta-analysis by Podsakoff et al. (2006) further distinguished between contingent reward, contingent punishment, non-contingent reward and noncontingent punishment.”
Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength (2008, background): “…have established a direct link between contingent reward leader behavior and several relevant work attitudes and behaviors, “surprisingly little attention has been given to articulating the reasons why leader reward behavior influences employee criterion variables” (Podsakoff et al., 2006, p. 115).”
The Effects of Job Demands, Job Resources and Intrinsic Motivation on Emotional Exhaustion and Turnover Intentions: A Study in the Turkish Hotel Industry (2008, background): “As Lewig and Dollard (2003) argue, rewards not only reduce employees' emotional exhaustion but also, as forcefully concluded in a recent meta-analytic review ( Podsakoff, Bommer, Podsakoff, & MacKenzie, 2006 ), reduce their turnover intentions.”
Time in applied psychology: The study of "what happens" rather than "what is." (2008, background): “…is expected to influence the way in which their subordinates perform – something which is assumed in many leadership studies (e.g., Lowe, Kroeck, & Sivasubramaniam, 1996; Podsakoff, Bommer, Podsakoff, & MacKenzie, 2006) – this is not formulated in terms of a process influencing another process.”
Method Variance in Organizational Research (2006, methodology): “…idea is behind attempts to develop methods to estimate and/or adjust for the amount of CMV in measures that would produce a more accurate estimate of relationships among constructs (e.g., Lindell & Whitney, 2001; Podsakoff & Todor, 1985; see also Podsakoff et al., 2003, for a review of methods).”
Relationships between organizational support, customer orientation, and work outcomes (2010, background): “Rewards reduce employees' turnover intentions as well ( Podsakoff et al. , 2006”