排序方式: 共有13条查询结果,搜索用时 15 毫秒
1.
2.
3.
4.
D. SCOTT DERUE JENNIFER D. NAHRGANG NED WELLMAN STEPHEN E. HUMPHREY 《Personnel Psychology》2011,64(1):7-52
The leadership literature suffers from a lack of theoretical integration ( Avolio, 2007 , American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait‐behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational‐transactional, initiating structure‐consideration) across 4 leadership effectiveness criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria. Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted. 相似文献
5.
6.
7.
8.
STEPHEN E. HUMPHREY JOHN R. HOLLENBECK CHRISTOPHER J. MEYER DANIEL R. ILGEN 《Journal of applied social psychology》2011,41(7):1701-1732
In this study, we examined the impact of seeding teams to create maximal and minimal levels of extroversion and conscientiousness variance. Using the theories of complementary and supplementary fit, we make predictions regarding the main and interactive effects of extroversion and conscientiousness variance on performance. Testing our hypotheses in a longitudinal study of MBA teams, our results demonstrate that the combination of minimizing conscientiousness variance (consistent with complementary fit) and maximizing extroversion variance (consistent with supplementary fit) produced the highest levels of short‐term and long‐term performance. 相似文献
9.
10.
HUMPHREY CE 《The American journal of psychology》1953,66(1):122-123