Jane M. Howell

Organizational Behavior and Human Resource Management · 2000–2012

A researcher in the Science corpus: 7 papers; trusts 13 researchers and is trusted by 68 researchers here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 55 citations into it; #1,920 of 8,741 by trust here, #1,410 by citations
• Social Psychology — 42 citations into it; #725 of 15,694 by trust here, #1,034 by citations
• Sociology and Political Science — 20 citations into it; #4,533 of 22,756 by trust here, #7,579 by citations
• Strategy and Management — 15 citations into it; #5,722 of 10,874 by trust here, #2,493 by citations

Whom Jane M. Howell trusts overall

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

1. Bruce J. Avolio
2. B. Bass
3. M. Hogg
4. D. Jung
5. Gilad Chen
6. John J. Sosik
7. N. Sivasubramaniam
8. T. Judge
9. Francis J. Yammarino
10. D. Campbell

Who trusts Jane M. Howell overall

1. Bruce J. Avolio
2. Frank Walter
3. L. Lapierre
4. S. Hannah
5. W. Gardner
6. Wu Liu
7. Rob Nielsen
8. O. Epitropaki
9. Thomas W. H. Ng
10. Zhen Wang

Papers from Jane M. Howell's perspective

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

1. The Role of Followers in the Charismatic Leadership Process: Relationships and Their Consequences
2. Self-Concordance at Work: Toward Understanding the Motivational Effects of Transformational Leaders
3. A meta-analysis of team-efficacy, potency, and performance: interdependence and level of analysis as moderators of observed relationships. (Journal of Applied Psychology)
4. A multilevel study of leadership, empowerment, and performance in teams. (Journal of Applied Psychology)
5. Predicting unit performance by assessing transformational and transactional leadership. (Journal of Applied Psychology)
6. Work Groups and Teams in Organizations
7. LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS
8. The Antecedents and Consequences of Group Potency: A Longitudinal Investigation of Newly Formed Work Groups
9. Multi-level nature of and multi-level approaches to leadership.
10. Toward a Systems Theory of Motivated Behavior in Work Teams

Their papers

• The Role of Followers in the Charismatic Leadership Process: Relationships and Their Consequences (2005) — 934 citations
• Leader–member exchange in teams: An examination of the interaction between relationship differentiation and mean LMX in explaining team-level outcomes (2006) — 286 citations
• A multilevel study of transformational leadership, identification, and follower outcomes ☆ (2012) — 234 citations
• Effects of Champion Behavior, Team Potency, and External Communication Activities on Predicting Team Performance (2006) — 147 citations
• The right stuff: Identifying and developing effective champions of innovation (2005) — 185 citations
• Examining the relationship of leadership and physical distance with business unit performance. (2005) — 214 citations
• Efficacy-Performance Spirals: An Empirical Test (2000) — 130 citations