M Audrey Korsgaard
Biographic Data
| ID | 5069065 |
|---|---|
| NAME | M Audrey Korsgaard |
| GIVEN NAMES | M Audrey |
| FAMILY NAME | Korsgaard |
| SIGNATURE | KORSGAARD M A |
| AFFILIATIONS | University of South Carolina |
| ORCID | 0000-0002-0403-7084 |
| VERIFIED | Yes |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 19 |
| WORKS AS AUTHOR | 9 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1987 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 3 |
The Role of Creative Leadership Manifestations in Creativity and Innovation
Creative leadership, leading others toward the attainment of creative outcomes, manifests differently depending on the context.Theory suggests that contextual features can produce three distinct manifestations of leadership -integrative, facilitative, and directive -but that context may vary in strength, potentially allowing for multiple manifestations of creative leadership.This study reports on the development and validation of a scale for meas…
Individual- and group-level consequences of divergence in perceived group affect
The shared mood or affect of a work group can exert a powerful influence on the group’s social dynamics and effectiveness. However, the mood of others can be difficult to read, leading to divergent perceptions of group affect among members. What happens when individuals perceive the group’s affect differently? We answer this question by investigating how divergence in perceptions of group affect influences individuals’ social integration and the …
Conceptualising time as a level of analysis
Theory on trust development, dissolution, and restoration suggest that trust is a dynamic state that varies in predictable and often systematic ways. Empirical research, however, lags behind the theoretical development, particularly with respect to understanding the trajectory of trust. This article reviews theory on dynamics of trust and some of the limitations in empirical research on these theories. We then describe an established but underuti…
The role of other orientation in organizational citizenship behavior
This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB). Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results. In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB. As hy…
The effect of other orientation on self–supervisor rating agreement
Employees generally rate their performance more favorably than do their supervisors, which can lead to conflict and poor job performance. However, comparative international research indicates that persons from other‐oriented collectivist cultures are less self‐enhancing, suggesting that other‐oriented employees will exhibit greater agreement with ratings provided by their supervisors. We examined the effect of subordinates' other orientation on s…
Managers as Initiators of Trust
Ellen M. Whitener, Susan E. Brodt, M. Audrey Korsgaard, Jon M. Werner, Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior, The Academy of Management Review, Vol. 23, No. 3 (Jul., 1998), pp. 513-530
The impact of self-appraisals on reactions to feedback from others
This study examined the usefulness of self-appraisal (SA) as a technique designed to enhance the motivational and developmental impact of feedback from others. Drawing from research on self-enhancement and self-consistency motives, it was hypothesized that individuals would agree with and incorporate feedback that is consistent with their SA, whereas they would be more satisfied and perform better if feedback is more favorable than their SA. A fi…
Building Commitment, Attachment, and Trust in Strategic Decision-Making Teams
This study examined how decision-making procedures can facilitate the positive attitudes necessary for cooperative relations in decisionmaking teams. We hypothesized that consideration of member input and members' influence on a decision affect their perceptions of procedural fairness and consequently, their commitment to the decision, attachment to the group, and trust in its leader. An experiment involving intact management teams supported thes…
Construct Space of the Least Preferred Co-Worker (LPC) Scale
An attempt was made to determine the meaning of the least preferred co-worker (LPC) score by means of a confirmatory analysis. The LPC score is considered to be a measure of leader-ship style which distinguishes people motivated primarily by task accomplishment from those motivated by successful interpersonal relations. One hundred and sixty-three subjects completed a test battery containing eight measures which were expected to be related to LPC…
Conceptualising time as a level of analysis
Theory on trust development, dissolution, and restoration suggest that trust is a dynamic state that varies in predictable and often systematic ways. Empirical research, however, lags behind the theoretical development, particularly with respect to understanding the trajectory of trust. This article reviews theory on dynamics of trust and some of the limitations in empirical research on these theories. We then describe an established but underuti…
The role of other orientation in organizational citizenship behavior
This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB). Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results. In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB. As hy…
The effect of other orientation on self–supervisor rating agreement
Employees generally rate their performance more favorably than do their supervisors, which can lead to conflict and poor job performance. However, comparative international research indicates that persons from other‐oriented collectivist cultures are less self‐enhancing, suggesting that other‐oriented employees will exhibit greater agreement with ratings provided by their supervisors. We examined the effect of subordinates' other orientation on s…
Individual- and group-level consequences of divergence in perceived group affect
The shared mood or affect of a work group can exert a powerful influence on the group’s social dynamics and effectiveness. However, the mood of others can be difficult to read, leading to divergent perceptions of group affect among members. What happens when individuals perceive the group’s affect differently? We answer this question by investigating how divergence in perceptions of group affect influences individuals’ social integration and the …
Construct Space of the Least Preferred Co-Worker (LPC) Scale
An attempt was made to determine the meaning of the least preferred co-worker (LPC) score by means of a confirmatory analysis. The LPC score is considered to be a measure of leader-ship style which distinguishes people motivated primarily by task accomplishment from those motivated by successful interpersonal relations. One hundred and sixty-three subjects completed a test battery containing eight measures which were expected to be related to LPC…
Building Commitment, Attachment, and Trust in Strategic Decision-Making Teams
This study examined how decision-making procedures can facilitate the positive attitudes necessary for cooperative relations in decisionmaking teams. We hypothesized that consideration of member input and members' influence on a decision affect their perceptions of procedural fairness and consequently, their commitment to the decision, attachment to the group, and trust in its leader. An experiment involving intact management teams supported thes…
The impact of self-appraisals on reactions to feedback from others
This study examined the usefulness of self-appraisal (SA) as a technique designed to enhance the motivational and developmental impact of feedback from others. Drawing from research on self-enhancement and self-consistency motives, it was hypothesized that individuals would agree with and incorporate feedback that is consistent with their SA, whereas they would be more satisfied and perform better if feedback is more favorable than their SA. A fi…
Managers as Initiators of Trust
Ellen M. Whitener, Susan E. Brodt, M. Audrey Korsgaard, Jon M. Werner, Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior, The Academy of Management Review, Vol. 23, No. 3 (Jul., 1998), pp. 513-530
The effect of other orientation on self–supervisor rating agreement
Employees generally rate their performance more favorably than do their supervisors, which can lead to conflict and poor job performance. However, comparative international research indicates that persons from other‐oriented collectivist cultures are less self‐enhancing, suggesting that other‐oriented employees will exhibit greater agreement with ratings provided by their supervisors. We examined the effect of subordinates' other orientation on s…
The role of other orientation in organizational citizenship behavior
This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB). Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results. In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB. As hy…
Conceptualising time as a level of analysis
Theory on trust development, dissolution, and restoration suggest that trust is a dynamic state that varies in predictable and often systematic ways. Empirical research, however, lags behind the theoretical development, particularly with respect to understanding the trajectory of trust. This article reviews theory on dynamics of trust and some of the limitations in empirical research on these theories. We then describe an established but underuti…
Individual- and group-level consequences of divergence in perceived group affect
The shared mood or affect of a work group can exert a powerful influence on the group’s social dynamics and effectiveness. However, the mood of others can be difficult to read, leading to divergent perceptions of group affect among members. What happens when individuals perceive the group’s affect differently? We answer this question by investigating how divergence in perceptions of group affect influences individuals’ social integration and the …
The Role of Creative Leadership Manifestations in Creativity and Innovation
Creative leadership, leading others toward the attainment of creative outcomes, manifests differently depending on the context.Theory suggests that contextual features can produce three distinct manifestations of leadership -integrative, facilitative, and directive -but that context may vary in strength, potentially allowing for multiple manifestations of creative leadership.This study reports on the development and validation of a scale for meas…
Psychology (8 works) · Social Psychology (7 works) · Computer Science (5 works) · Job Satisfaction and Organizational Behavior (5 works) · Political science (4 works) · Social Psychology (4 works) · Economics (3 works) · Management (3 works) · Applied Psychology (2 works) · Business (2 works)