Gilad Chen spends much of his time researching Social psychology, Self-efficacy, Job performance, Empirical research and Applied psychology. He undertakes multidisciplinary investigations into Social psychology and Empowerment in his work. His research integrates issues of Developmental psychology and Big Five personality traits, Personality in his study of Self-efficacy.
The various areas that Gilad Chen examines in his Job performance study include Human resource management, Self-esteem and Social system. His Applied psychology study combines topics from a wide range of disciplines, such as Rating scale, Organizational theory, Test validity, Construct validity and General Self-Efficacy Scale. His Leadership style study combines topics in areas such as Collective efficacy and Organizational structure.
His main research concerns Social psychology, Empowerment, Job performance, Knowledge management and Public relations. His Social psychology study frequently involves adjacent topics like Applied psychology. His study in Applied psychology is interdisciplinary in nature, drawing from both Rating scale, Test validity, Action and Shared leadership.
In the subject of general Empowerment, his work in Psychological empowerment is often linked to Field, thereby combining diverse domains of study. The concepts of his Job performance study are interwoven with issues in Socialization and Organisation climate. Gilad Chen has included themes like Developmental psychology and Empirical research in his Self-efficacy study.
Gilad Chen mainly focuses on Cognitive psychology, Scale, Public relations, Data science and PsycINFO. Many of his studies on Cognitive psychology involve topics that are commonly interrelated, such as Creativity. Gilad Chen connects Scale with Collective efficacy in his study.
The study incorporates disciplines such as Affect and Proactivity in addition to Public relations. His Data science study integrates concerns from other disciplines, such as Rigour, Empirical research, Primary research and Scientific communication. Gilad Chen integrates several fields in his works, including PsycINFO, Empowerment and Field.
His primary areas of study are Boundary value problem, Control theory, Knowledge management, Entrepreneurship and Group learning. His Knowledge management research is multidisciplinary, incorporating elements of Organizational behavior and Process.
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Validation of a New General Self-Efficacy Scale:
Gilad Chen;Stanley M. Gully;Dov Eden.
Organizational Research Methods (2001)
The two faces of transformational leadership: Empowerment and dependency.
Ronit Kark;Boas Shamir;Gilad Chen.
Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination
Bradley L. Kirkman;Gilad Chen;Jiing-Lih Farh;Zhen Xiong Chen.
A Multilevel Study of Leadership, Empowerment, and Performance in Teams
Gilad Chen;Bradley L. Kirkman;Ruth Kanfer;Don Allen.
The role of different levels of leadership in predicting self- and collective efficacy: evidence for discontinuity.
Gilad Chen;Paul D. Bliese.
Journal of Applied Psychology (2002)
THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS‐LEVEL EFFECTS OF HIGH‐PERFORMANCE WORK SYSTEMS ON EMPLOYEES’ ATTITUDES
Riki Takeuchi;Gilad Chen;David P. Lepak.
Examination of relationships among trait-like individual differences, state-like individual differences, and learning performance.
Gilad Chen;Stanley M. Gully;Jon-Andrew Whiteman;Robert N. Kilcullen.
Journal of Applied Psychology (2000)
General self-efficacy and self-esteem: toward theoretical and empirical distinction between correlated self-evaluations
Gilad Chen;Stanley Morris Gully;Dov Eden.
Journal of Organizational Behavior (2004)
The Power of Momentum: A New Model of Dynamic Relationships between Job Satisfaction Change and Turnover Intentions
Gilad Chen;Robert E. Ployhart;Helena Cooper Thomas;Neil Anderson.
Academy of Management Journal (2011)
Testing Interaction Effects in LISREL: Examination and Illustration of Available Procedures
Jose M. Cortina;Gilad Chen;William P. Dunlap.
Organizational Research Methods (2001)
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