Jennifer D. Nahrgang
Cited by
Cited by
Integrating motivational, social, and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature.
SE Humphrey, JD Nahrgang, FP Morgeson
Journal of applied psychology 92 (5), 1332, 2007
Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes
R Ilies, FP Morgeson, JD Nahrgang
The leadership quarterly 16 (3), 373-394, 2005
Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity
DS Derue, JD Nahrgang, NED Wellman, SE Humphrey
Personnel psychology 64 (1), 7-52, 2011
Leader-member exchange and citizenship behaviors: a meta-analysis.
R Ilies, JD Nahrgang, FP Morgeson
Journal of applied psychology 92 (1), 269, 2007
Safety at work: a meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes.
JD Nahrgang, FP Morgeson, DA Hofmann
Journal of applied psychology 96 (1), 71, 2011
The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time
JD Nahrgang, FP Morgeson, R Ilies
Organizational behavior and human decision processes 108 (2), 256-266, 2009
Understanding why they don’t see eye to eye: An examination of leader–member exchange (LMX) agreement.
HP Sin, JD Nahrgang, FP Morgeson
Journal of Applied Psychology 94 (4), 1048, 2009
A quasi-experimental study of after-event reviews and leadership development.
DS DeRue, JD Nahrgang, JR Hollenbeck, K Workman
Journal of Applied Psychology 97 (5), 997, 2012
Work redesign: Eight obstacles and opportunities
MA Campion, TV Mumford, FP Morgeson, JD Nahrgang
Human Resource Management: Published in Cooperation with the School of …, 2005
Harmful help: The costs of backing-up behavior in teams.
CM Barnes, JR Hollenbeck, DT Wagner, DS DeRue, JD Nahrgang, ...
Journal of Applied Psychology 93 (3), 529, 2008
Interpersonal perceptions and the emergence of leadership structures in groups: A network perspective
DS DeRue, JD Nahrgang, SJ Ashford
Organization Science 26 (4), 1192-1209, 2015
Same as It Ever Was: Recognizing Stability in the BusinessWeek Rankings
FP Morgeson, JD Nahrgang
Academy of Management Learning & Education 7 (1), 26-41, 2008
Predicting safety performance: A meta-analysis of safety and organizational constructs
JD Nahrgang, FP Morgeson, DA Hofmann
22nd annual conference of the society for industrial and organizational …, 2007
Illuminating the ‘face’of justice: A meta‐analytic examination of leadership and organizational justice
EP Karam, J Hu, RB Davison, M Juravich, JD Nahrgang, SE Humphrey, ...
Journal of Management Studies 56 (1), 134-171, 2019
Goal setting in teams: The impact of learning and performance goals on process and performance
JD Nahrgang, DS DeRue, JR Hollenbeck, M Spitzmuller, DK Jundt, ...
Organizational Behavior and Human Decision Processes 122 (1), 12-21, 2013
Not all differentiation is the same: Examining the moderating effects of leader-member exchange (LMX) configurations.
JJ Seo, JD Nahrgang, MZ Carter, PW Hom
Journal of Applied Psychology 103 (5), 478, 2018
How and why high leader-member exchange (LMX) relationships develop: Examining the antecedents of LMX
JD Nahrgang, JJ Seo
The Oxford handbook of leader-member exchange, 87-117, 2015
The opponent process theory of leadership succession
JR Hollenbeck, DS DeRue, JD Nahrgang
Organizational Psychology Review 5 (4), 333-363, 2015
Strategic leadership systems: Viewing top management teams and boards of directors from a multiteam systems perspective
MM Luciano, JD Nahrgang, C Shropshire
Academy of Management Review 45 (3), 675-701, 2020
I’m tired of listening: The effects of supervisor appraisals of group voice on supervisor emotional exhaustion and performance.
H Sessions, JD Nahrgang, DW Newton, M Chamberlin
Journal of Applied Psychology 105 (6), 619, 2020
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