Organizational Behavior 1: Essential Theories of Motivation and Leadership

By J. Miner. 2005

434 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ea139c760bf5464e57533eeddb6ae1d89ae048ef

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In Applied Psychology

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory (2011, background): “Positive results from such research would bolster the present preliminary evidence that, with regard to the procedural justice of the performance appraisals that managers provide, IPT is a strong candidate for meeting the explanatory, predictive, and change facilitation criteria that are the hallmar”
The Relationship Between Leader Motivating Language and Self-Efficacy (2012, background): “In addition, Pajares (2002) envisions self-efficacy in the larger context of social cognitive theory— which asserts that people gain the cognition for behaviors through self-evaluation, interaction with, and the observations of others (Miner, 2005).”
The Social Network Ties of Group Leaders: Implications for Group Performance and Leader Reputation (2006, background): “…evidence that the content of a leader’s formal dyadic relationship with a subordinate can influence the subordinate’s performance, commitment, and satisfaction (for a meta-analysis, see Gerstner and Day 1997; for conceptual reviews, see Graen and Uhl-Bien 1995, Liden et al. 1997, Miner 2005).”
Impact of Transactional Leadership and Transformational Leadership on Employee Performance: A Case of FMCG Industry of Pakistan (2018, background): “Miner (2006) suggested that leaders adopt their style of managing people and organization according to the situation and need of time.”
Establishing a Safe Container for Learning in Simulation: The Role of the Presimulation Briefing (2014, background): “calls, transportation, refreshments, whether they will have enough time to get to their next class or shift, and so on prevents distraction and worry and helps learners focus on issues within the curriculum.(61) Demonstrating sensitivity to the logistic constraints of participants’ other dutiesVby, ”
Resurrecting the Motivation-Hygiene Theory: Herzberg and the Positive Psychology Movement (2007, background): “Although widely embraced by managers (Latham, 2007, p. 39; Miner, 2005, p. 73; Steers & Porter, 1983, p. 486), Herzberg was at the center of a 10-year academic debate where he and his colleagues (e.g., Grigaliunas & Wiener, 1974; Whitsett & Winslow, 1967) fought with a variety of critics.”
Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance (2018, background): “These results support the overall reasonableness and validity of the tested model (Dubin, 1978; Lynham, 2002; Miner, 2005).”
Strategic Vision and Values in Top Leaders’ Communications (2015, background): “This leader oral language use is closely aligned with instrumental leadership (employee task clarification) from path goal theory (House, 1971; Yukl, 2013), expectancy theory (explication of desired performance and rewards; Miner, 2005; Robbins & Judge, 2012; Sullivan, 1988), and goal-setting theory”
Leadership and Public Service Motivation in U.S. Federal Agencies (2008, background): “On the other hand, the intrinsic factors positively motivate employees because of their association with the need for self-actualization—the ultimate intrinsic drive (Miner 2005).”