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A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process
Abstract The use of an alternative to the research strategies employed for the past 20 yrs and more to investigate leadership produced results which question the traditional models and open new… Expand
Moderating effects of initial leader–member exchange status on the effects of a leadership intervention.
Generalizability of the vertical dyad linkage model of leadership.
The validity of the Vertical Dyad Linkage model of leadership was tested under conditions differing substantially from those investigated in past research on the model. In over 90 percent of the un...
The effects of leader–member exchange and job design on productivity and satisfaction: Testing a dual attachment model.
Abstract In a field experiment involving 106 form-processing employees of a large, public service organization four treatment conditions are compared—leader—member exchange (LMX), job design, a… Expand
Role of leadership in the employee withdrawal process.
When managers decide not to decide autocratically: An investigation of leader–member exchange and decision influence.
Instrumentality theory of work motivation: some experimental results and suggested modifications.
- G. Graen
- Psychology, Medicine
- The Journal of applied psychology
- 1 April 1969
Leader–member agreement: A vertical dyad linkage approach.
Instrumentality theory and equity theory as complementary approaches in predicting the relationship of leadership and turnover among managers
Abstract Traditional approaches to the investigation of leadership within formal organizations have employed an Average Leadership Style (ALS) model. This model views the behavior of the person in… Expand