L. Hughes

Organizational Behavior and Human Resource Management · with Avey · 2008–2010

A researcher in the Science corpus: 3 papers; trusts 36 researchers and is trusted by 3 researchers here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 49 citations into it
• Social Psychology — 44 citations into it; #10,155 of 15,694 by trust here, #4,654 by citations
• Applied Psychology — 21 citations into it
• Strategy and Management — 15 citations into it
• Demography — 12 citations into it
• General Health Professions — 10 citations into it
• Sociology and Political Science — 6 citations into it
• Communication — 5 citations into it

Whom L. Hughes trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Bruce J. Avolio
2. T. Judge
3. L. Bruno
4. Philip M. Podsakoff
5. Ronald F. Piccolo
6. Scott B. MacKenzie
7. J. Bono
8. Fred Luthans
9. Hui Liao
10. R. Tett

Who trusts L. Hughes overall

1. Guiquan Li
2. D. van Knippenberg
3. Alexander Pundt
4. Herman H. M. Tse
5. Jennifer Turnnidge
6. Yufan Shang
7. Sangeeta Sahu
8. Sim B. Sitkin
9. Terje Slåtten

Papers from L. Hughes's perspective

Ordered by how strongly the researchers L. Hughes trusts endorse each paper. Same corpus, a different order for every researcher.

1. Transformational and transactional leadership: a meta-analytic test of their relative validity. (Journal of Applied Psychology)
2. LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS
3. The two faces of transformational leadership: empowerment and dependency. (Journal of Applied Psychology)
4. Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment
5. Common method biases in behavioral research: a critical review of the literature and recommended remedies. (Journal of Applied Psychology)
6. Positive psychology. An introduction. (American Psychologist)
7. The need for and meaning of positive organizational behavior
8. Transformational Leadership and Job Behaviors: The Mediating Role of Core Job Characteristics.
9. Self-Concordance at Work: Toward Understanding the Motivational Effects of Transformational Leaders
10. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.

Their papers

• Using positivity, transformational leadership and empowerment to combat employee negativity (2008) — 253 citations
• Transforming with levity: humor, leadership, and follower attitudes (2009) — 110 citations
• Relationships Between Leadership and Followers’ Quitting Intentions and Job Search Behaviors (2010) — 99 citations