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      Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis

      , , , , ,
      Work & Stress
      Informa UK Limited
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          Transformational and transactional leadership: a meta-analytic test of their relative validity.

          This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance. (c) 2004 APA, all rights reserved
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            Leadership: current theories, research, and future directions.

            This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.
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              Crafting a Job: Revisioning Employees as Active Crafters of Their Work

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                Author and article information

                Journal
                Work & Stress
                Work & Stress
                Informa UK Limited
                0267-8373
                1464-5335
                March 24 2017
                March 24 2017
                : 31
                : 2
                : 101-120
                Article
                10.1080/02678373.2017.1304463
                30480770
                f47be717-dc37-423c-93f3-81f0741bf3da
                © 2017
                History

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