https://www.hse.ru/data/816/479/1225/Oct%2019%20Cited%20%231%20Manage%20THE%20THEORY%20OF%20PLANNED%20BEHAVIOR.pdf

The theory of planned behavior

This meta-analysis (114 studies, k = 157, N = 21,616) examined the relationship between self-efficacy and work-related performance. Results of the primary meta-analysis indicated a significant weighted average correlation between self-efficacy and work-related performance, G (r+) = .38, and a signif

Self-efficacy and work-related performance: A meta-analysis.

Transfer of training is of paramount concern for training researchers and practitioners. Despite research efforts, there is a growing concern over the “transfer problem.” The purpose of this paper is to provide a critique of the existing transfer research and to suggest directions for future research investigations. The conditions of transfer include both the generalization of learned material to the job and the maintenance of trained skills over a period of time on the job. The existing research examining the effects of training design, trainee, and work-environment factors on conditions of transfer is reviewed and critiqued. Research gaps identified from the review include the need to (1) test various operationalizations of training design and work-environment factors that have been posited as having an impact on transfer and (2) develop a framework for conducting research on the effects of trainee characteristics on transfer. Needed advancements in the conceptualization and operationalization of the criterion of transfer are also discussed.

Transfer of training: a review and directions for future research

In this article we examine the meaning of team process. We first define team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork. We then advance a taxonomy of team process dimensions synthesized from previous research and theorizing. a taxonomy that reflects our time-based conceptual framework. We conclude with implications for future research and application.

https://www.jstor.org/stable/pdfplus/259182.pdf

A Temporally Based Framework and Taxonomy of Team Processes

Recently, increasing numbers of scholars have argued that emotional intelligence (EI) is a core variable that affects the performance of leaders. In this study, we develop a psychometrically sound and practically short EI measure that can be used in leadership and management studies. We also provide exploratory evidence for the effects of the EI of both leaders and followers on job outcomes. Applying Gross' emotion regulation model, we argue that the EI of leaders and followers should have positive effects on job performance and attitudes. We also propose that the emotional labor of the job moderates the EI–job outcome relationship. Our results show that the EI of followers affects job performance and job satisfaction, while the EI of leaders affects their satisfaction and extra-role behavior. For followers, the proposed interaction effects between EI and emotional labor on job performance, organizational commitment, and turnover intention are also supported.

/pdf/the-effects-of-leader-and-follower-emotional-intelligence-on-4q8ribb6jj.pdf

The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study

Leadership has traditionally been seen as a distinctly interpersonal phenomenon demonstrated in the interactions between leaders and subordinates. The theory of leadership presented in this article proposes that effective leadership behavior fundamentally depends upon the leader's ability to solve the kinds of complex social problems that arise in organizations. The skills that make this type of complex social problem solving possible are discussed. The differential characteristics and career experiences likely to influence the development of these skills also are considered along with the implications of these observations for leadership theory and for the career development of organizational leaders.

Leadership skills for a changing world: Solving complex social problems.

The description of supervisory behavior.

A systematic definition of the behaviors contributing to effective organizational leadership is required for both theory development and the design of training interventions. This article describes an attempt to formulate a general taxonomy capable of describing the functional behavioral requirements for effective organizational leadership. This effort began with a review of earlier taxonomic efforts for describing leader behavior and with the specification of the demands placed on leaders in organizational settings. A subsequent analysis of the actions required for an adaptive response to these demands led to the specification of 13 leader behavior dimensions. This taxonomy was then evaluated with respect to the existing taxonomic literature, principles of taxonomic development, and other available evidence. Finally, the taxonomy's relationship to other theoretical systems was discussed, along with some of its broader implications for understanding the determinants of leadership performance.

Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation

Taxonomies of Human Performance: The Description of Human Tasks

The Origins of O*NET The O*NET Content Model Research Method Development and Field Testing of the Content Model Basic and Cross-Functional Skills Knowledges Occupational Preparation - Education, Training, Experience and Licensure/Certification Generalized Work Activities Work Context Organizational Context Abilities Occupational Interests and Values Work Styles Occupation-Specific Descriptors - Approaches, Procedures and Findings Occupational Descriptor Covariates - Potential Sources of Variance in O*NET Ratings Cross-Domain Analyses Occupation Classification - Using Basic and Cross-Functional Skills and Generalized Work Activities to Create Job Families Database Design and Development - Designing an Electronic Infrastructure Summary of Results and Implications for O*NET Applications and Future Directions O*NET's Theoretical Contributions to Job Analysis Research.

Edwin A. Fleishman

Papers

Leadership skills for a changing world: Solving complex social problems.

The description of supervisory behavior.

Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation

Taxonomies of Human Performance: The Description of Human Tasks

An occupational information system for the 21st century: The development of O*NET.