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Author:Robert C. Liden , Terence R. Mitchell , John M. Maslyn
Data Source:[J].Journal of Business and Psychology, 1998, Vol.13 (2), pp.245-262Springer
Abstract:Abstract(#br)The extent to which managers and teachers used policies or individualized treatment to deal with poorly performing subordinates and students was examined in two field studies. Over half of the 441 participants responded to poor performance by invoking a policy, while...
Author:Birgit Schyns , John M. Maslyn , Jürgen Weibler
Data Source:[J].European Journal of Work and Organizational Psychology, 2010, Vol.19 (3), pp.388-406Taylor & Francis
Abstract:Leader–member exchange (LMX) refers to the relationship quality a leader shares with members of his or her work group, typically described as differentiation in quality within the group. Numerous empirical studies demonstrate that the quality of this relationship is positive...
Author:John M. Maslyn , Birgit Schyns , Steven M. Farmer
Data Source:[J].Leadership & Organization Development Journal, 2017, Vol.38 (3), pp.450-462Emerald
Abstract:Purpose(#br)The purpose of this paper is to examine psychological attachment styles (secure, anxious, and avoidant) as antecedents to leader-member exchange (LMX) quality both directly and through their impact on employees’ efforts to build high quality LMX relationships. Em...
Author:JOHN M. MASLYN , DONALD B. FEDOR
Data Source:[J].Journal of Organizational Behavior, 1997, Vol.18 (1), pp.17-42Wiley
Abstract:Abstract(#br)Researchers have noted that upward influence tactics are often used in varying patterns and combinations (e.g. Yukl and Falbe, 1990). This study investigated whether influence strategies representing hard, soft, or rational approaches to influence behavior would...
Author:Birgit Schyns , John M. Maslyn , Marc P.M. van Veldhoven
Data Source:[J].Leadership & Organization Development Journal, 2012, Vol.33 (6), pp.594-606Emerald
Abstract:Purpose(#br) – The purpose of this paper is to report a study of the relationship between Leader-Member Exchange (LMX) and span of control. The paper argues that depending on their extraversion, conscientiousness, and agreeableness, some leaders will find it easier to establ...

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