Journal•ISSN: 1059-6011
Group & Organization Management
About: Group & Organization Management is an academic journal. The journal publishes majorly in the area(s): Organization development & Organizational commitment. It has an ISSN identifier of 1059-6011. Over the lifetime, 1276 publication(s) have been published receiving 74156 citation(s).
Topics: Organization development, Organizational commitment, Job satisfaction, Job performance, Organizational learning
Papers published on a yearly basis
Papers
More filters
TL;DR: The authors examined published research on small-group development done in the last ten years that would constitute an empirical test of Tuckman's (1965) hypothesis that groups go through the stages of "forming," "storming," "norming," and "performing".
Abstract: The purpose of this review was to examine published research on small-group development done in the last ten years that would constitute an empirical test of Tuckman's (1965) hypothesis that groups go through the stages of "forming," "storming," "norming," and "performing." Of the twenty-two studies reviewed, only one set out to directly test this hypothesis, although many of the others could be related to it. Following a review of these studies, a fifth stage, "adjourning," was added to the hypothesis, and more empirical work was recommended.
1,881 citations
TL;DR: As the nature of work in today's organizations becomes more complex, dynamic, and global, there has been increasing emphasis on distributed, "virtual" teams as organizing units of work.
Abstract: As the nature of work in today’s organizations becomes more complex, dynamic, and global, there has been increasing emphasis on distributed, “virtual” teams as organizing units of work. Despite the...
994 citations
TL;DR: In this article, an integrated construct of servant leadership derived from a review of the literature is presented, which includes calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building.
Abstract: This article presents an integrated construct of servant leadership derived from a review of the literature. Subscale items were developed to measure 11 potential dimensions of servant leadership: calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building. Data from 80 leaders and 388 raters were used to test the internal consistency, confirm factor structure, and assess convergent, divergent, and predictive validity. Results produced five servant leadership factors—altruistic calling, emotional healing, persuasive mapping, wisdom, and organizational stewardship—with significant relations to transformational leadership, leader-member exchange, extra effort, satisfaction, and organizational effectiveness. Strong factor structures and good performance in all validity criteria indicate that the instrument offers value for future research.
879 citations
TL;DR: In this paper, a meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings.
Abstract: Although transformational leadership has been studied extensively, the magnitude of the relationship between transformational leadership and follower performance across criterion types and levels of analysis remains unclear. Based on 117 independent samples over 113 primary studies, the current meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings. In addition, transformational leadership was positively related to performance at the team and organization levels. Moreover, both meta-analytic regression and relative importance analyses consistently showed that transformational leadership had an augmentation effect over transactional leadership (contingent reward) in predicting individual-level contextual performance and team-level performance. Contrary to our expectation, however, no augmentation effect of t...
851 citations
TL;DR: The distinction between procedural and interactional justice has been widely debated in organizational justice research as mentioned in this paper. But, several researchers have proposed that both procedural and interactive justice can be viewed as complementary.
Abstract: Organizational justice researchers have long debated the distinction between procedural and interactional justice. Recently, several researchers have proposed that procedural and interactional just...
777 citations