Wim van Breukelen
Biographic Data
| ID | 6541490 |
|---|---|
| NAME | Wim van Breukelen |
| GIVEN NAMES | Wim |
| FAMILY NAME | van Breukelen |
| SIGNATURE | VAN BREUKELEN W |
| AFFILIATIONS | Leiden University |
| VERIFIED | No |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 33 |
| AUTHOR COUNT | 6 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2002 |
| LATEST PUBLICATION YEAR | 2010 |
| H-INDEX | 3 |
Differential treatment within sports teams, leader–member (coach–player) exchange quality, team atmosphere, and team performance
Using the leader–member exchange (LMX) theory as a theoretical framework, the present study focused on the occurrence of differential treatment by leaders on social and task‐related issues within teams. It was investigated whether team members' perceptions of the frequency and degree of social and task‐related differential treatment by the leader were associated with their evaluation of team atmosphere and team performance, in addition to the eff…
Leader-Member Exchange Theory and Research
In the Leader-Member Exchange (LMX) theory of leadership, the quality of the exchange relationship between a leader and a particular member of a work unit, team or organization is the basic unit of analysis (dyad). In this article, we try to answer the question whether research on the various aspects of the exchange processes between leaders and their subordinates is consistent with the theoretical underpinnings of LMX theory. Our focus is on the…
Reaction to 'Comments on 'The Effects Ofleader-Member Exchange and Differential Treatment on Work Unit Commitment
Voluntary employee turnover
In this study we tried to answer the question of whether the three predictors from the theory of planned behavior provide a satisfactory explanation for intentions and behaviors in the context of voluntary employee turnover. We examined whether variables which have traditionally played a prominent role in the study of turnover, i.e., job satisfaction, organizational commitment, age, and tenure, were capable of explaining additional variance in tu…
Effects of LMX and Differential Treatment on Work Unit Commitment
Effects of LMX and Differential Treatment on Work Unit Commitment
The Leader-Member exchange (LMX) theory of leadership states that leaders do behave differently towards the various members in their work unit. Relatively little attention has been devoted to the question of whether members' perceptions of differential treatment on the part of the leader affects their commitment to the work unit. Perceptions of the amount of differential treatment within their work unit did not explain additional variance in memb…
Voluntary employee turnover
In this study we tried to answer the question of whether the three predictors from the theory of planned behavior provide a satisfactory explanation for intentions and behaviors in the context of voluntary employee turnover. We examined whether variables which have traditionally played a prominent role in the study of turnover, i.e., job satisfaction, organizational commitment, age, and tenure, were capable of explaining additional variance in tu…
Differential treatment within sports teams, leader–member (coach–player) exchange quality, team atmosphere, and team performance
Using the leader–member exchange (LMX) theory as a theoretical framework, the present study focused on the occurrence of differential treatment by leaders on social and task‐related issues within teams. It was investigated whether team members' perceptions of the frequency and degree of social and task‐related differential treatment by the leader were associated with their evaluation of team atmosphere and team performance, in addition to the eff…
Leader-Member Exchange Theory and Research
In the Leader-Member Exchange (LMX) theory of leadership, the quality of the exchange relationship between a leader and a particular member of a work unit, team or organization is the basic unit of analysis (dyad). In this article, we try to answer the question whether research on the various aspects of the exchange processes between leaders and their subordinates is consistent with the theoretical underpinnings of LMX theory. Our focus is on the…
Effects of LMX and Differential Treatment on Work Unit Commitment
Effects of LMX and Differential Treatment on Work Unit Commitment
The Leader-Member exchange (LMX) theory of leadership states that leaders do behave differently towards the various members in their work unit. Relatively little attention has been devoted to the question of whether members' perceptions of differential treatment on the part of the leader affects their commitment to the work unit. Perceptions of the amount of differential treatment within their work unit did not explain additional variance in memb…
Reaction to 'Comments on 'The Effects Ofleader-Member Exchange and Differential Treatment on Work Unit Commitment
Voluntary employee turnover
In this study we tried to answer the question of whether the three predictors from the theory of planned behavior provide a satisfactory explanation for intentions and behaviors in the context of voluntary employee turnover. We examined whether variables which have traditionally played a prominent role in the study of turnover, i.e., job satisfaction, organizational commitment, age, and tenure, were capable of explaining additional variance in tu…
Leader-Member Exchange Theory and Research
In the Leader-Member Exchange (LMX) theory of leadership, the quality of the exchange relationship between a leader and a particular member of a work unit, team or organization is the basic unit of analysis (dyad). In this article, we try to answer the question whether research on the various aspects of the exchange processes between leaders and their subordinates is consistent with the theoretical underpinnings of LMX theory. Our focus is on the…
Differential treatment within sports teams, leader–member (coach–player) exchange quality, team atmosphere, and team performance
Using the leader–member exchange (LMX) theory as a theoretical framework, the present study focused on the occurrence of differential treatment by leaders on social and task‐related issues within teams. It was investigated whether team members' perceptions of the frequency and degree of social and task‐related differential treatment by the leader were associated with their evaluation of team atmosphere and team performance, in addition to the eff…
Psychology (6 works) · Social Psychology (6 works) · Social Psychology (6 works) · Job Satisfaction and Organizational Behavior (5 works) · Differential (mechanical device (4 works) · Unit (ring theory (4 works) · Applied Psychology (3 works) · Applied Psychology (3 works) · Engineering (3 works) · Quality (philosophy (3 works)