His primary areas of investigation include Social psychology, Transformational leadership, Transactional leadership, Leadership style and Shared leadership. His work is connected to Career development and Job performance, as a part of Social psychology. His studies deal with areas such as Leadership and Team effectiveness as well as Transformational leadership.
His Transactional leadership research integrates issues from Applied psychology and Perception. Leadership style is often connected to Creativity in his work. His work is dedicated to discovering how Shared leadership, Electronic meeting system are connected with Social loafing and other disciplines.
His scientific interests lie mostly in Social psychology, Transformational leadership, Transactional leadership, Leadership style and Shared leadership. John J. Sosik focuses mostly in the field of Social psychology, narrowing it down to topics relating to Perception and, in certain cases, Applied psychology. While the research belongs to areas of Transformational leadership, John J. Sosik spends his time largely on the problem of Leadership, intersecting his research to questions surrounding Cross-cultural leadership.
His work on Neuroleadership as part of general Transactional leadership research is frequently linked to Practical implications, bridging the gap between disciplines. The various areas that John J. Sosik examines in his Shared leadership study include Servant leadership, Job performance and Emotional intelligence. His research integrates issues of Career satisfaction and Goal orientation in his study of Career development.
John J. Sosik mostly deals with Social psychology, Range, Management by exception, Leadership development and Environmental science. His biological study focuses on Self-control. John J. Sosik combines subjects such as Marketing and Political economy with his study of Management by exception.
John J. Sosik has included themes like Regional science and Engineering physics in his Leadership development study. John J. Sosik undertakes multidisciplinary studies into Environmental science and Remote sensing in his work. In his papers, John J. Sosik integrates diverse fields, such as Perspective, Quality, Hofstede's cultural dimensions theory and Negative feedback.
The scientist’s investigation covers issues in Social psychology, Negative relationship, Well-being, Goal orientation and Academic program. He merges Social psychology with Practical implications in his research. His Social exchange theory study combines topics from a wide range of disciplines, such as Leadership effectiveness, Construct and Affect.
His Moral development research includes themes of Situation analysis, Situational ethics, Social responsibility and Vocational education. His Ethical leadership research is multidisciplinary, incorporating perspectives in Empathy, Honesty and Business ethics. His Business ethics research is multidisciplinary, relying on both Flourishing and Moral courage.
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Understanding Leader Emotional Intelligence and Performance: The Role of Self-Other Agreement on Transformational Leadership Perceptions
John J. Sosik;Lara E. Megerian.
Transformational Leadership in Work Groups The Role of Empowerment, Cohesiveness, and Collective-Efficacy on Perceived Group Performance
Dong I. Jung;John J. Sosik.
Leadership styles, mentoring functions received, and job‐related stress: a conceptual model and preliminary study
John J. Sosik;Veronica M. Godshalk.
Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment.
John J. Sosik;Bruce J. Avolio;Surinder S. Kahai.
Silver Bullet or Voodoo Statistics? A Primer for Using the Partial Least Squares Data Analytic Technique in Group and Organization Research
John J. Sosik;Surinder S. Kahai;Michael J. Piovoso.
A Funny Thing Happened on the Way to the Bottom Line: Humor as a Moderator of Leadership Style Effects
Bruce J. Avolio;Jane M. Howell;John Joseph Sosik.
Transformational Leadership and Dimensions of Creativity: Motivating Idea Generation in Computer-Mediated Groups
John J. Sosik;Surinder S. Kahai;Bruce J. Avolio.
Effects of leadership style, anonymity, and rewards on creativity-relevant processes and outcomes in an electronic meeting system context
Surinder S Kahai;John J Sosik;Bruce J Avolio.
E-leadership: Re-examining transformations in leadership source and transmission
Bruce J. Avolio;John J. Sosik;Surinder S. Kahai;Bradford Baker.
Leadership models, methods, and applications.
Bruce J. Avolio;John J. Sosik;Dong I. Jung;Yair Berson.
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