Matthew J. Quade

Organizational Behavior and Human Resource Management · 2017–2019

A researcher in the Science corpus: 3 papers; trusts 25 researchers and is trusted by 0 researchers here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 64 citations into it
• Social Psychology — 44 citations into it
• Sociology and Political Science — 33 citations into it
• Information Systems and Management — 30 citations into it
• Cognitive Neuroscience — 17 citations into it
• Clinical Psychology — 13 citations into it
• Applied Psychology — 10 citations into it
• Safety Research — 10 citations into it

Whom Matthew J. Quade trusts overall

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

1. Andrew F. Hayes
2. Jeremy B. Bernerth
3. Adam M. Grant
4. Bennett J. Tepper
5. Ronald S. Landis
6. David M. Mayer
7. Mary Uhl‐Bien
8. Anthony R. Wheeler
9. Francesca Gino
10. M. Duffy

Who trusts Matthew J. Quade overall

1. Ryan Fehr

Papers from Matthew J. Quade's perspective

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

1. Consequences of Abusive Supervision
2. Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach
3. Organizational citizenship behavior and workplace deviance: the role of affect and cognitions. (Journal of Applied Psychology)
4. LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS
5. Transformational and transactional leadership: a meta-analytic test of their relative validity. (Journal of Applied Psychology)
6. The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work. (Journal of Applied Psychology)
7. SPSS and SAS procedures for estimating indirect effects in simple mediation models (Behavoir research methods, instruments & computers)
8. Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification
9. Social Learning Theory
10. Inequity In Social Exchange

Their papers

• The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019) — 132 citations
• Employee Machiavellianism to Unethical Behavior (2017) — 145 citations
• “I don't want to be near you, unless…”: The interactive effect of unethical behavior and performance onto relationship conflict and workplace ostracism (2017) — 91 citations