James C. Ryan

Organizational Behavior and Human Resource Management · 2011–2013

A researcher in the Science corpus: 3 papers; trusts 24 researchers and is trusted by 1 researcher here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 54 citations into it; #7,968 of 8,741 by trust here, #5,837 by citations
• Social Psychology — 27 citations into it
• Strategy and Management — 27 citations into it
• Gender Studies — 11 citations into it
• Statistics and Probability — 11 citations into it
• Demography — 10 citations into it; #3,741 of 4,236 by trust here, #2,065 by citations
• Management of Technology and Innovation — 10 citations into it
• Experimental and Cognitive Psychology — 7 citations into it

Whom James C. Ryan trusts overall

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

1. Brian O'Connor
2. Jesus Tanguma
3. B. Bass
4. T. Judge
5. Kenneth A. Bollen
6. Bruce J. Avolio
7. John Antonakis
8. Lale Gumusluoglu
9. D. Jung
10. Jill E. Perry-Smith

Who trusts James C. Ryan overall

1. Z. Khan
2. Lianying Zhang

Papers from James C. Ryan's perspective

Ordered by how strongly the researchers James C. Ryan 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. Personality and transformational and transactional leadership: a meta-analysis. (Journal of Applied Psychology)
3. Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging economies
4. LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS
5. Testing Structural Equation Models
6. Five-factor model of personality and transformational leadership. (Journal of Applied Psychology)
7. Transformational and Transactional Leadership and Their Effects on Creativity in Groups
8. Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment
9. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
10. The development and validation of the organisational innovativeness construct using confirmatory factor analysis

Their papers

• Leadership effects on innovation propensity: A two-factor full range leadership model (2013) — 203 citations
• Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity (2012) — 94 citations
• Communication, Commitment & Trust: Exploring the Triad (2011) — 139 citations