George B Graen
Biographic Data
| ID | 3468014 |
|---|---|
| NAME | George B Graen |
| GIVEN NAMES | George B |
| FAMILY NAME | Graen |
| SIGNATURE | GRAEN G B |
| AFFILIATIONS | University of Illinois Urbana-Champaign |
| VERIFIED | No |
| TOTAL WORKS | 13 |
| TOTAL CITATIONS | 22 |
| WORKS AS AUTHOR | 12 |
| WORKS AS EDITOR | 1 |
| FIRST PUBLICATION YEAR | 1970 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 3 |
Leaders thrive thanks to sidekicks
Team coaching can enhance psychological safety and drive organizational effectiveness
Asking the wrong questions about leadership
Comments on the article by R. J. Hackman and R. Wageman which presented some directions for leadership research. Hackman and Wageman organized their article around their five reject-accept questions suggesting new directions. The current author discusses how each of the questions appears far too timid for real progress in sorting out the chaff from the grain, but points out that the Hackman and Wageman article was a critique of five companion art…
New Frontiers of Leadership
This installment in the book series "LMX Leadership", edited by George B. Graen, focuses on New Frontiers of Leadership
An Examination of Leadership and Employee Creativity
Creativity is becoming a topic of ever‐increasing interest to organizational managers. Thus, there is a need for a greater understanding of the dynamics between the personal and contextual factors responsible for creative performance in work settings. In particular, there is a need to identify the role of leadership for creativity. Until now, creativity studies have examined leadership and employee characteristics from a single‐domain perspective…
The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations
The present study tests the generalizability of the hidden investment hypothesis (Wakabayashi, Graen, Graen, & Graen, 1988) for Japanese management systems. The hidden investment hypothesis was derived from a 13-year longitudinal study of the career progress of a cohort of 85 college graduates who joined a single Japanese company in the same year, and states that the higher the quality of the vertical exchange relationship between a manager and s…
Moderating effects of initial leader–member exchange status on the effects of a leadership intervention.
The effects of leader—member exchange and job design on productivity and satisfaction
Managerial career development
Japanese private university as a socialization system for future leaders in business and industry
A vertical dyad linkage approach to leadership within formal organizations
Professionalism and Role Making in a Service Organization
This is a longitudinal study of the behavioral effects of professional orientations on role making processes and organizational assimilation. The subjects are managers entering new jobs in a state college housing and food service division. In a pre-study phase, respondents generated a standard role activity profile of each manager's allocation of time and effort to a set of task items. A triangulated perspective on the focal roles was gained by u…
Contingency model of leadership effectiveness
Contingency model of leadership effectiveness
Professionalism and Role Making in a Service Organization
This is a longitudinal study of the behavioral effects of professional orientations on role making processes and organizational assimilation. The subjects are managers entering new jobs in a state college housing and food service division. In a pre-study phase, respondents generated a standard role activity profile of each manager's allocation of time and effort to a set of task items. A triangulated perspective on the focal roles was gained by u…
New Frontiers of Leadership
This installment in the book series "LMX Leadership", edited by George B. Graen, focuses on New Frontiers of Leadership
The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations
The present study tests the generalizability of the hidden investment hypothesis (Wakabayashi, Graen, Graen, & Graen, 1988) for Japanese management systems. The hidden investment hypothesis was derived from a 13-year longitudinal study of the career progress of a cohort of 85 college graduates who joined a single Japanese company in the same year, and states that the higher the quality of the vertical exchange relationship between a manager and s…
Managerial career development
Asking the wrong questions about leadership
Comments on the article by R. J. Hackman and R. Wageman which presented some directions for leadership research. Hackman and Wageman organized their article around their five reject-accept questions suggesting new directions. The current author discusses how each of the questions appears far too timid for real progress in sorting out the chaff from the grain, but points out that the Hackman and Wageman article was a critique of five companion art…
Contingency model of leadership effectiveness
Professionalism and Role Making in a Service Organization
This is a longitudinal study of the behavioral effects of professional orientations on role making processes and organizational assimilation. The subjects are managers entering new jobs in a state college housing and food service division. In a pre-study phase, respondents generated a standard role activity profile of each manager's allocation of time and effort to a set of task items. A triangulated perspective on the focal roles was gained by u…
A vertical dyad linkage approach to leadership within formal organizations
Japanese private university as a socialization system for future leaders in business and industry
Managerial career development
The effects of leader—member exchange and job design on productivity and satisfaction
Moderating effects of initial leader–member exchange status on the effects of a leadership intervention.
The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations
The present study tests the generalizability of the hidden investment hypothesis (Wakabayashi, Graen, Graen, & Graen, 1988) for Japanese management systems. The hidden investment hypothesis was derived from a 13-year longitudinal study of the career progress of a cohort of 85 college graduates who joined a single Japanese company in the same year, and states that the higher the quality of the vertical exchange relationship between a manager and s…
An Examination of Leadership and Employee Creativity
Creativity is becoming a topic of ever‐increasing interest to organizational managers. Thus, there is a need for a greater understanding of the dynamics between the personal and contextual factors responsible for creative performance in work settings. In particular, there is a need to identify the role of leadership for creativity. Until now, creativity studies have examined leadership and employee characteristics from a single‐domain perspective…
New Frontiers of Leadership
This installment in the book series "LMX Leadership", edited by George B. Graen, focuses on New Frontiers of Leadership
Asking the wrong questions about leadership
Comments on the article by R. J. Hackman and R. Wageman which presented some directions for leadership research. Hackman and Wageman organized their article around their five reject-accept questions suggesting new directions. The current author discusses how each of the questions appears far too timid for real progress in sorting out the chaff from the grain, but points out that the Hackman and Wageman article was a critique of five companion art…
Team coaching can enhance psychological safety and drive organizational effectiveness
Leaders thrive thanks to sidekicks
Psychology (12 works) · Social Psychology (6 works) · Business (5 works) · Management (5 works) · Political science (5 works) · Economics (4 works) · Job Satisfaction and Organizational Behavior (4 works) · Leadership style (4 works) · Sociology (4 works) · Epistemology (3 works)