Exploring the Role of Leader—Subordinate Interactions in the Construction of Organizational Positivity
Datos Bibliográficos
| ID | 12883166 |
|---|---|
| Autores | Miguel Pina E Cunha (0000-0001-6724-2440, Universidade Nova de Lisboa, autor de correspondencia), Rita Campos e Cunha (0000-0003-2399-7424, Universidade Nova de Lisboa, autor de correspondencia), Arménio Rego (0000-0003-0883-0511, University of Aveiro, autor de correspondencia) |
| Año | 2009 |
| Volumen | 5 |
| Número | 1 |
| Páginas | 81-101 |
| Fecha de publicación | 2009-02-01 |
| Peer Reviewed | Sí |
| Open Access | Sí |
| Tipo | ARTICLE |
| Revista | Leadership (JOURNAL) |
| Identificadores de la revista | ISSN: 1742-7150 • E-ISSN: 1742-7169 |
| Editorial | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/1742715008098311 |
| OpenAlex | W1999933731 |
| Idioma | EN |
| Citas recibidas | 8 |
| Referencias citadas | 56 |
In this article we discuss individual implicit theories of how positive and negative organizing unfold. The discussion is grounded in data collected from 89 individuals working in different organizational contexts. An inductive logic was followed, based on critical incidents of positive and negative processes and outcomes presented by participants, according to how they viewed their professional situation. Through a dialectical process of analysis, we extracted six dimensions that were present in different combinations among narratives provided by the participants: recognition/indifference, communication/silence, interaction/separation, confidence/ distrust, loyalty/betrayal, and organizational transparency/organizational secrecy. We then analysed how these dimensions fit together and discovered that they could be organized around four major patterns combining the clarity/secrecy of organizational rules and the considerate/detached behavior of leaders. We assert that positive leaders are essential in the creation of patterns of organizing, regardless of the features of the external context
Betrayal · CLARITY · Context (archaeology · Distrust · Loyalty · Narrative · Narrative inquiry · Organizational commitment · Political science · Secrecy · Transparency (behavior · Computer Science · Job Satisfaction and Organizational Behavior · Management and Organizational Studies · Management Theory and Practice · Psychology · Social Psychology
Upbeat leadership
Towards an organisational theory of hubris
Lessons for leaders
The case for transcendent followership
Recontextualizing Communicative Leadership
The critical incident technique reappraised
Reflexive work and the duality of self-leadership
Teaching culture in the EFL classroom as informed by teachers’ approaches to student diversity
The achieving society.
Doing Critical Management Research
Effects of justice conditions on discrete emotions.
Relationship between organizational justice and organizational citizenship behaviors
A new look at psychological climate and its relationship to job involvement, effort, and performance.
Retaliation in the workplace
Job Satisfaction and the Good Soldier
Emerging Positive Organizational Behavior
Justice at the millennium
Positive psychology
The Discovery of Grounded Theory
Strategic Virtues
The job satisfaction–job performance relationship
The need for and meaning of positive organizational behavior
Anger in the workplace
Managers Doing Leadership
Meeting God
Creating Authentizotic Organizations
Organizational Hope
Organizational Behavior
The critical incident technique
Analyzing Interview Data
Compassion in Organizational Life
Toward the Construct Definition of Positive Deviance
Exploring the Relationships between Organizational Virtuousness and Performance
Postmodernism and Social Research
| Obras citantes distintas | 8 |
|---|---|
| Citas por año | 0,62 |
| Intervalo de citas | 2013 - 2022 (10) |
| Velocidad de citación | historical |
| Altamente citado | No |
| Tipos de cita | Neutras: 8 |