J. Gregory

Organizational Behavior and Human Resource Management · with Levy · 2000–2012

A researcher in the Science corpus: 5 papers; trusts 18 researchers and is trusted by 3 researchers here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 35 citations into it
• Social Psychology — 29 citations into it; #14,648 of 15,694 by trust here, #9,977 by citations
• Sociology and Political Science — 17 citations into it; #18,501 of 22,756 by trust here, #11,516 by citations
• Applied Psychology — 16 citations into it; #2,576 of 3,868 by trust here, #2,093 by citations
• Clinical Psychology — 15 citations into it
• Education — 8 citations into it
• Strategy and Management — 8 citations into it
• Information Systems and Management — 7 citations into it

Whom J. Gregory trusts overall

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

1. M. London
2. Adam M. Grant
3. Peter A. Heslin
4. R. Kilburg
5. Yossi Ives
6. Kristina Gyllensten
7. P. Levy
8. Kurt T. Dirks
9. Douglas J. Brown
10. J. Singer

Who trusts J. Gregory overall

1. Shirley Sonesh
2. Kevin J. Murphy
3. Chris W. Coultas
4. Soo Jeoung Han
5. Matt C. Howard
6. C. Graßmann
7. Patrizia M. Ianiro
8. Anna Blackman

Papers from J. Gregory's perspective

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

1. Emotional intelligence. (Journal of the American College of Radiology)
2. Applied Longitudinal Data Analysis
3. The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work. (Journal of Applied Psychology)
4. Trust in leadership: meta-analytic findings and implications for research and practice. (Journal of Applied Psychology)
5. Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. (Journal of Applied Psychology)
6. Facilitating intervention adherence in executive coaching: A model and methods.
7. Constructive and destructive deviance in organizations
8. Enhancing coaching skills and emotional intelligence through training
9. Coaching leaders in middle and executive management: goals, performance, buy‐in
10. Doing the Job Well: An Investigation of Pro-Social Rule Breaking

Their papers

• It's not me, it's you: A multilevel examination of variables that impact employee coaching relationships. (2011) — 99 citations
• Science in Public: Communication, Culture and Credibility (2000) — 608 citations
• Employee coaching relationships: enhancing construct clarity and measurement (2010) — 104 citations
• Breaking rules for the right reasons? An investigation of pro-social rule breaking (2012) — 234 citations
• Managing Millennials: A Framework for Improving Attraction, Motivation, and Retention (2012) — 225 citations