Stephen G Green
Biographic Data
| ID | 183987 |
|---|---|
| NAME | Stephen G Green |
| GIVEN NAMES | Stephen G |
| FAMILY NAME | Green |
| SIGNATURE | GREEN S G |
| AFFILIATIONS | Purdue University West Lafayette |
| VERIFIED | No |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 43 |
| AUTHOR COUNT | 9 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1976 |
| LATEST PUBLICATION YEAR | 2013 |
| H-INDEX | 2 |
Destructive Leadership: A Theoretical Review, Integration, and Future Research Agenda
In this article, we propose a framework for understanding destructive leadership that summarizes the extant destructive leadership research and extends it in new directions. By reviewing the current literature on destructive leadership and drawing on organizational leadership theory and the more general research on deviant behaviors in organizations, we identify the underlying features and mechanisms that define destructive leadership. Recognizin…
Work adjustment after combat deployment: Reservist repatriation
A longitudinal, qualitative study was conducted with United States (US) Army reservists to explore the concerns and obstacles in the process of returning to the civilian workforce following a combat deployment. A person–environment fit perspective is used to explain the adjustment process and obstacles encountered by the returning reservists. Seven waves of interviews over a 12-month period were conducted. These interviews resulted in the develop…
Does adviser mentoring add value? A longitudinal study of mentoring and doctoral student outcomes
Leadership self‐efficacy and managers' motivation for leading change
This study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self‐efficacy (LSE) is defined, and a measure comprising three dimensions (direction‐setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by dire…
Development of a Leader-Member Exchange: A Longitudinal Test.
This longitudinal study examines the development of leader-member-exchange (LMX) relationships via a model that extends and tests ideas presented but not yet fully tested in past theoretical models...
Managerial Control and Discipline: Whips and Chains
(1984). Managerial Control and Discipline: Whips and Chains. Annals of the International Communication Association: Vol. 8, Communication Yearbook 8, pp. 558-593
Face Support in Controlling Poor Performance
The purpose of this study was to describe the use of face support in managerial communication on controlling poor performance. Face support was defined according to the degree of approval (positive face) and the degree of freedom given to poor performers to define a course of action (autonomy). Seventy bank branch managers were interviewed about a recent performance problem they had at tempted to control. Managers' use of positive face and autono…
Attributional processes of leaders in leader—Member interactions
Affirmative Action and Academic Hiring: A Case Study of a Value Conflict
A study of responses to affirmative action at a large university revealed that using estimates of the minorities available at prestige schools, as opposed to more comprehensive availability estimates, led to smaller departmental hiring goals, and that once such goals were met, and no minorities already hired were lost, the subsequent pursuit of minorities was abandoned, even to the point of reduced advertising. Other data suggested that the relat…
Leadership self‐efficacy and managers' motivation for leading change
This study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self‐efficacy (LSE) is defined, and a measure comprising three dimensions (direction‐setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by dire…
Face Support in Controlling Poor Performance
The purpose of this study was to describe the use of face support in managerial communication on controlling poor performance. Face support was defined according to the degree of approval (positive face) and the degree of freedom given to poor performers to define a course of action (autonomy). Seventy bank branch managers were interviewed about a recent performance problem they had at tempted to control. Managers' use of positive face and autono…
Affirmative Action and Academic Hiring: A Case Study of a Value Conflict
A study of responses to affirmative action at a large university revealed that using estimates of the minorities available at prestige schools, as opposed to more comprehensive availability estimates, led to smaller departmental hiring goals, and that once such goals were met, and no minorities already hired were lost, the subsequent pursuit of minorities was abandoned, even to the point of reduced advertising. Other data suggested that the relat…
Affirmative Action and Academic Hiring: A Case Study of a Value Conflict
A study of responses to affirmative action at a large university revealed that using estimates of the minorities available at prestige schools, as opposed to more comprehensive availability estimates, led to smaller departmental hiring goals, and that once such goals were met, and no minorities already hired were lost, the subsequent pursuit of minorities was abandoned, even to the point of reduced advertising. Other data suggested that the relat…
Attributional processes of leaders in leader—Member interactions
Managerial Control and Discipline: Whips and Chains
(1984). Managerial Control and Discipline: Whips and Chains. Annals of the International Communication Association: Vol. 8, Communication Yearbook 8, pp. 558-593
Face Support in Controlling Poor Performance
The purpose of this study was to describe the use of face support in managerial communication on controlling poor performance. Face support was defined according to the degree of approval (positive face) and the degree of freedom given to poor performers to define a course of action (autonomy). Seventy bank branch managers were interviewed about a recent performance problem they had at tempted to control. Managers' use of positive face and autono…
Development of a Leader-Member Exchange: A Longitudinal Test.
This longitudinal study examines the development of leader-member-exchange (LMX) relationships via a model that extends and tests ideas presented but not yet fully tested in past theoretical models...
Leadership self‐efficacy and managers' motivation for leading change
This study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self‐efficacy (LSE) is defined, and a measure comprising three dimensions (direction‐setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by dire…
Does adviser mentoring add value? A longitudinal study of mentoring and doctoral student outcomes
Work adjustment after combat deployment: Reservist repatriation
A longitudinal, qualitative study was conducted with United States (US) Army reservists to explore the concerns and obstacles in the process of returning to the civilian workforce following a combat deployment. A person–environment fit perspective is used to explain the adjustment process and obstacles encountered by the returning reservists. Seven waves of interviews over a 12-month period were conducted. These interviews resulted in the develop…
Destructive Leadership: A Theoretical Review, Integration, and Future Research Agenda
In this article, we propose a framework for understanding destructive leadership that summarizes the extant destructive leadership research and extends it in new directions. By reviewing the current literature on destructive leadership and drawing on organizational leadership theory and the more general research on deviant behaviors in organizations, we identify the underlying features and mechanisms that define destructive leadership. Recognizin…
Psychology (8 works) · Social Psychology (6 works) · Political science (5 works) · Computer Science (4 works) · Economics (4 works) · Job Satisfaction and Organizational Behavior (4 works) · Management (4 works) · Sociology (4 works) · Management and Organizational Studies (3 works) · Social Psychology (3 works)