His primary areas of study are Leader–member exchange theory, Social psychology, Job attitude, Dyad and Knowledge management. His study in Leader–member exchange theory is interdisciplinary in nature, drawing from both Transactional leadership and Shared leadership. His research investigates the link between Social psychology and topics such as Human resource management that cross with problems in Organizational structure and Negotiation.
His Dyad investigation overlaps with other disciplines such as Linkage and Extra role performance. George B. Graen combines subjects such as Leadership development, Developmental approach and Operations research with his study of Knowledge management. His research investigates the connection between Public relations and topics such as Management that intersect with problems in Process.
His primary scientific interests are in Social psychology, Management, Public relations, Job satisfaction and Knowledge management. His research investigates the connection between Social psychology and topics such as Perception that intersect with issues in Collective behavior, Leadership effectiveness and Contingency theory. George B. Graen has researched Management in several fields, including Marketing and Middle management.
He focuses mostly in the field of Public relations, narrowing it down to topics relating to Process and, in certain cases, Mathematics education. George B. Graen combines subjects such as Organizational behavior and Supervisor with his study of Job satisfaction. His Leader–member exchange theory research incorporates themes from Dyad and Human resource management.
Management, Social psychology, Shared leadership, Measure and Industrial and organizational psychology are his primary areas of study. His research integrates issues of Common ground, Excellence theory, Functional approach and Public relations in his study of Management. His Public relations study combines topics from a wide range of disciplines, such as Inclusion, Extension and Originality, Value.
In the field of Social psychology, his study on Big Five personality traits overlaps with subjects such as Structure. The study incorporates disciplines such as Emotional intelligence and Friendship in addition to Shared leadership. His studies in Transactional leadership integrate themes in fields like Leadership style, Leadership studies and Team leadership.
His main research concerns Social psychology, Leadership style, Leadership studies, Management and Public relations. His work on Industrial and organizational psychology as part of general Social psychology research is often related to Test, thus linking different fields of science. His study looks at the intersection of Leadership style and topics like Transactional leadership with Data science, Transformational leadership and Operationalization.
George B. Graen has researched Management in several fields, including Scientific evidence, Inclusion, Service, Extension and Professional development. His Public relations study integrates concerns from other disciplines, such as Common ground, Excellence theory and Originality, Value. His Leadership research includes elements of Neuroleadership, Big Five personality traits, Educational leadership and Educational research.
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Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective
George B. Graen;Mary Uhl-Bien.
Leadership Quarterly (1995)
Toward a psychology of dyadic organizing.
George B. Graen;Terri A. Scandura.
A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process
Fred Dansereau;George Graen;William J. Haga.
Organizational Behavior and Human Performance (1975)
AN EXAMINATION OF LEADERSHIP AND EMPLOYEE CREATIVITY: THE RELEVANCE OF TRAITS AND RELATIONSHIPS
Pamela Tierney;Steven M. Farmer;George B. Graen.
Personnel Psychology (1999)
Moderating effects of initial leader–member exchange status on the effects of a leadership intervention.
Terri A. Scandura;George B. Graen.
Generalizability of the vertical dyad linkage model of leadership.
Robert C. Liden;George Graen.
Academy of Management Journal (1980)
A Role-Making Model of Leadership in Formal Organizations: A Developmental Approach
George B. Graen;James Cashman.
The effects of leader–member exchange and job design on productivity and satisfaction: Testing a dual attachment model.
George B. Graen;Michael A. Novak;Patricia Sommerkamp.
Organizational Behavior and Human Performance (1982)
Role-making processes within complex organizations
George B. Graen.
Role of leadership in the employee withdrawal process.
George B. Graen;Robert C. Liden;William Hoel.
Journal of Applied Psychology (1982)
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