Timothy A. Judge

TL;DR: In this paper, the authors extend existing theories by linking transformational leadership to self-concordance at work, and find that leader behaviors were associated with follower behaviors in two studies using diverse samples and methods.

TL;DR: In this article, the authors identify three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular, job satisfaction: (1) the causes of employee attitude, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes.

TL;DR: A meta-analysis of the relationship between the five-factor model of personality and 3 central theories of performance motivation (goal-setting, expectancy, and self-efficacy motivation) indicated that Neuroticism and Conscientiousness were the strongest and most consistent correlates ofperformance motivation across the 3 theoretical perspectives.

TL;DR: This study provided a meta-analysis of the relationship of the Ohio State leadership behaviors--Consideration and Initiating Structure--with leadership, and results provide important support for the validity of Initiating structure and Consideration in leadership research.

TL;DR: In this article, the authors hypothesized that managerial responses to organizational change are influenced by seven dispositional traits (locus of control, generalized self-efficacy, self-esteem, positive affectivity, openness to experience, tolerance for ambiguity, and risk aversion).