Stephen G. Green mainly investigates Social psychology, Leader–member exchange theory, Process, Interpersonal interaction and Dyad. Organizational commitment and Interpersonal communication are subfields of Social psychology in which his conducts study. In his research, Big Five personality traits is intimately related to Interpersonal relationship, which falls under the overarching field of Leader–member exchange theory.
Stephen G. Green has researched Process in several fields, including Management science, Creative problem-solving and Problem finding. His research in Interpersonal interaction intersects with topics in Attribution, Leadership studies and Linkage. The study incorporates disciplines such as Social relation, Diversity, Job satisfaction, Group dynamic and Organizational culture in addition to Dyad.
Stephen G. Green mainly focuses on Social psychology, Knowledge management, Public relations, Organizational commitment and Project management. While working in this field, Stephen G. Green studies both Social psychology and Perception. The Public relations study combines topics in areas such as Virtual team and Personnel selection.
His Organizational commitment study combines topics from a wide range of disciplines, such as Student research, Job satisfaction and Affective events theory. The concepts of his Project management study are interwoven with issues in New product development and Operations management. His work deals with themes such as Social relation and Dyad, which intersect with Leader–member exchange theory.
Social psychology, Quality, Project team, Boss and Operations management are his primary areas of study. The various areas that he examines in his Social psychology study include Public relations and Crossover. His Public relations research is multidisciplinary, incorporating perspectives in Social relation and Turnover.
Stephen G. Green combines subjects such as Project management and Project management triangle with his study of Project team. His work in the fields of Operations management, such as Process, intersects with other areas such as Qualitative research, Repatriation and Workforce. His work in Job satisfaction tackles topics such as Job Experience Level which are related to areas like Organizational behavior.
His main research concerns Social psychology, Emotional labor, Organizational behavior, Self perception and Negative emotion. His study in Social psychology is interdisciplinary in nature, drawing from both Developmental psychology and Engineering ethics. His Emotional labor study combines topics in areas such as Positive psychology, Customer satisfaction and Job Experience Level.
His research integrates issues of Leadership studies, Petty tyranny and Set in his study of Organizational behavior. Stephen G. Green integrates many fields, such as Self perception, Emotional control, Autoregulation and Perception, in his works.
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Development of Leader-Member Exchange: A Longitudinal Test
Tayla N. Bauer;Stephen G. Green.
Academy of Management Journal (1996)
Leadership self‐efficacy and managers' motivation for leading change
Laura L. Paglis;Stephen G. Green.
Journal of Organizational Behavior (2002)
Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences.
Dennis Duchon;Stephen G. Green;Thomas D. Taber.
Journal of Applied Psychology (1986)
Attributional processes of leaders in leader–member interactions.
Stephen G. Green;Terence R. Mitchell.
Organizational Behavior and Human Performance (1979)
Destructive Leadership A Theoretical Review, Integration, and Future Research Agenda
Dina V. Krasikova;Stephen G. Green;James M. LeBreton.
Assessing a multidimensional measure of radical technological innovation
S.G. Green;M.B. Gavin;L. Aiman-Smith.
IEEE Transactions on Engineering Management (1995)
Does adviser mentoring add value? A longitudinal study of mentoring and doctoral student outcomes
Laura L. Paglis;Stephen G. Green;Talya N. Bauer.
Leader-Member Exchange and Transformational Leadership: An Empirical Examination of Innovative Behaviors in Leader-Member Dyads
Raja Basu;Stephen G. Green.
Journal of Applied Social Psychology (1997)
PRODUCT DEVELOPMENT TENSIONS: EXPLORING CONTRASTING STYLES OF PROJECT MANAGEMENT
Marianne W. Lewis;M. Ann Welsh;Gordon E. Dehler;Stephen G. Green.
Academy of Management Journal (2002)
Making the Break Count: An Episodic Examination of Recovery Activities, Emotional Experiences, and Positive Affective Displays
John P. Trougakos;Daniel J. Beal;Stephen G. Green;Howard M. Weiss.
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