Moderating effects of initial leader-member exchange status on the effects of a leadership intervention.
Terri A. Scandura, George Bear Graen·1984·Journal of Applied Psychology
Cites (1)
- Development of the Job Diagnostic Survey.Hackman, J. Richard, Oldham, Greg R. · 1975 · Journal of Applied Psychology
Cited by (36)
- Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspectiveGraen, George B., Uhl-Bien, Mary · 1995 · The Leadership Quarterly
- Meta-Analytic review of leader–member exchange theory: Correlates and construct issues.Gerstner, Charlotte R., Day, David V. · 1997 · Journal of Applied Psychology
- Managerial Leadership: A Review of Theory and ResearchYukl, Gary · 1989 · Journal of Management
- EMPLOYEES' GOAL ORIENTATIONS, THE QUALITY OF LEADER-MEMBER EXCHANGE, AND THE OUTCOMES OF JOB PERFORMANCE AND JOB SATISFACTION.Janssen, O., Van Yperen, N. W. · 2004 · Academy of Management Journal
- A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange: Integrating the Past With an Eye Toward the FutureDulebohn, James H., Bommer, William H., Liden, Robert C., Brouer, Robyn L., Ferris, Gerald R. · 2012 · Journal of Management
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- Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. Journal of Applied Psychology. https://doi.org/10.1037//0021-9010.69.3.428
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