Refining individualized consideration: Distinguishing developmental leadership and supportive leadership

By A. Rafferty, Mark A. Griffin. 2006

304 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e30f56627b9a7559b1c9d1c25ea6bd6c6cfbb355

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination (2020, background): “Similarly, there is a debate as to whether individualised consideration belongs to transformational leadership or can be seen as supportive behaviour (e.g. Rafferty & Griffin, 2006), in which case it may also be placed in the relational-oriented category.”
Influence of the ethical servant leader and ethical climate on customer value enhancing sales performance (2015, methodology): “Leaders using a considerate style, for example, create an environment of psychological support and friendliness by listening and responding to employee feedback, incorporating suggestions in decision-making, collaborating, and providing necessary resources (House 1971; Rafferty and Griffin 2006).”
Transforming with levity: humor, leadership, and follower attitudes (2009, unknown): “with affective organizational commitment (Rafferty and Griffin, 2006).”
Leadership style, salesperson's work effort and job performance: the influence of power distance (2015, background): “Rafferty and Griffin (2006) suggest that employees see participative leaders as buffers against negative influences and stressful events as well as a source of social support.”
High involvement management, high-performance work systems and well-being (2011, result): “It is consistent with the prediction and results of Rafferty and Griffin's ( 2006 ) theory that supportive supervision will be related to job satisfaction, making it an addition to the emphasis on employee involvement that characterizes high involvement management or the formal consultation and nego”
The relationship between transformational leadership behaviors, psychological, and training outcomes in elite military recruits☆ (2010, background): “Indeed, a substantial amount of correlational evidence has accumulated that generally supports this contention (e.g., Bass et al., 2003; Jung & Sosik, 2002; Rafferty & Griffin, 2004; Rafferty & Griffin, 2006; Shamir, Zakay, Breinin, & Popper, 1998).”
High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior (2020, background): “…and psychologically supportive work environment when leaders express concern for, and take account of, followers’ needs and preferences’ (House, 1996, p. 326; see also Rafferty & Griffin, 2004, 2006) – represents a job resource that helps employees to deal with the demanding aspects of HPWPs.”
Workplace gossip and frontline employees’ proactive service performance (2019, background): “In training, employees should be encouraged to be supportive and sensitive to the needs of others (Rafferty & Griffin, 2006; Schreurs et al., 2012).”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, methodology): “This was measured using the three-item scale developed by Rafferty and Griffin (2006) (e.g., ‘my line manager encourages staff to improve their work-related skills’; 5-point scale ranging fromone (totally disagree) to five (totally agree); α = 0.89).”
Method Variance and Marker Variables: A Review and Comprehensive CFA Marker Technique (2010, methodology): “These two steps were not included in the three key studies discussed from our review (Rafferty & Griffin, 2004, 2006; Ye et al., 2007).”
Relationship between leadership styles and dimensions of employee organizational commitment: a critical review and discussion of future directions (2014, unknown): “In fact, it has been established that job satisfaction is higher among employees whose leaders emphasize consideration, support, and concern for their followers (Rafferty & Griffin, 2006; Walumbwa & Lawler, 2003; Allen & Meyer, 1990).”