By Gerard P. Hodgkinson, J. Kevin Ford
This is often the twenty-fifth quantity within the such a lot prestigious annual sequence for the sector of business and organizational psychology. carrying on with the culture of supplying scholarly, up to the moment reports and updates of conception and learn, this quantity surveys advancements in such conventional parts as worker choice, staff cognition and edition, management, and variety management. more moderen themes contain company communications, training, and optimistic organizational habit. each one bankruptcy deals a finished and demanding survey of the subject and is supported through a beneficial bibliography.Content:
Chapter 1 Implicit management and Followership Theories: Dynamic buildings for management Perceptions, reminiscence, Leader?Follower strategies (pages 1–33): Sara J. Shondrick and Robert G. Lord
Chapter 2 A overview of Leader–Member trade examine: destiny customers and instructions (pages 35–88): Robin Martin, Olga Epitropaki, Geoff Thomas and Anna Topakas
Chapter three company Communications (pages 89–124): Paul R. Jackson
Chapter four The kingdom of Play in training at the present time: A accomplished assessment of the sphere (pages 125–167): Anthony M. furnish, Michael J. Cavanagh and Helen M. Parker
Chapter five worker choice in instances of swap (pages 169–226): Chockalingam Viswesvaran and Deniz S. Ones
Chapter 6 Doing range correct: An Empirically dependent method of potent range administration (pages 227–252): Derek R. Avery and Patrick F. McKay
Chapter 7 confident Organizational habit at paintings (pages 253–291): James Campbell speedy, Cary L. Cooper, Philip C. Gibbs, Laura M. Little and Debra L. Nelson
Chapter eight crew Cognition and flexibility in Dynamic Settings: A overview of Pertinent paintings (pages 293–353): Sjir Uitdewilligen, Mary J. Waller and Fred R. H. Zijlstra
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Extra resources for International Review of Industrial and Organizational Psychology 2010, Volume 25
Sample text
Latitude, delegation of responsibility, decision influence, and innovativeness). More recently, researchers have acknowledged the important role of trust between the leader and subordinate as ´ an important dimension in LMX quality (Gomez and Rosen, 2001; Scandura and Pellegrini, 2008). In summary, the central tenet of LMX theory is that leaders develop different quality relationships with each of their subordinates. That is, a leader may develop a poor LMX relationship with some subordinates, but a high LMX relationship with other subordinates.
580). According to LMX theory, effective leadership is achieved via the dyadic leadership relationship. , 1999). LMX relationships develop via a process of exchanging a variety of tangible and intangible commodities within a leader–member dyad. For example, a leader may exchange resources such as, information, influence, desired tasks, latitude, support and attention, for the services of the employee, which may include task performance, commitment, loyalty, and citizenship. The resulting LMX relationships range on a continuum from those with exchanges based mainly on the employment contract (low-quality LMX, P1: VXX/UKS P2: SFK Color: 1C c02 BLBK257-Hodgkinson January 25, 2010 38 12:1 Trim: 229mm X 152mm INTERNATIONAL REVIEW OF INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY originally called “out-group” relationships) to those with exchanges extending beyond the formal job contract where the aim is to develop the person’s ability to perform on the job (high-quality LMX, originally called “in-group” relationships).
Park, B. (1986). The relationship between memory and judgment depends on whether the judgment task is memory-based or on-line. Psychological Review, 93, 258–68. Heilman, M. , Block, C. , Martell, R. , & Simon, M. C. (1989). Has anything changed? Current characterizations of men, women, and managers. Journal of Applied Psychology, 74 (6), 935–42. Hintzman, D. , & Ludlam, G. (1980). Differential forgetting of prototypes and old instances: Simulation by an exemplar-based classification model. Memory & Cognition, 8 (4), 378–82.