Vicki Goodwin
2001–2009
A researcher in the Science corpus: 4 papers; trusts 2 researchers and is trusted by 5 researchers here, as inferred from the citation graph.
Whom Vicki Goodwin trusts overall
Their strongest outbound trust, strongest first, inferred from their citations.
Who trusts Vicki Goodwin overall
- A. Rafferty
- Timothy R. Hinkin
- Hui Wang
- Mark A. Griffin
- C. Schriesheim
- M. E. Menon
- V. Krishnan
- Bruce J. Avolio
- Andrew M. Carton
- Thomas W. H. Ng
Papers from Vicki Goodwin's perspective
Ordered by how strongly the researchers Vicki Goodwin trusts endorse each paper. Same corpus, a different order for every researcher.
- A Review of Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences (3rd ed.)
- Exploring work unit context and leader–member exchange: a multi-level perspective
- Social capital: a theory of social structure and action
- Centrality in social networks conceptual clarification
- The role of leader-member exchanges in mediating the relationship between locus of control and work reactions
- Not seeing eye to eye: Differences in supervisor and subordinate perceptions of and attributions for psychological contract breach.
- Matrix Differential Calculus with Applications in Statistics and Econometrics
- Pivotal statistics for testing structural parameters in instrumental variables regression
- Estimating the Elasticity of Intertemporal Substitution When Instruments Are Weak (Review of Economics and Statistics)
- A MONTE CARLO COMPARISON OF VARIOUS ASYMPTOTIC APPROXIMATIONS TO THE DISTRIBUTION OF INSTRUMENTAL VARIABLES ESTIMATORS
Their papers
- A theoretical and empirical extension to the transformational leadership construct (2001) — 293 citations
- A Social Network Perspective on LMX Relationships: Accounting for the Instrumental Value of Leader and Follower Networks (2009) — 99 citations
- Transformational leadership, goal difficulty, and job design: independent and interactive effects on employee outcomes (2004) — 204 citations
- Follower motive patterns as situational moderators for transformational leadership effectiveness. (2001) — 125 citations