An empirical study of communication patterns, leadership styles, and subordinate satisfaction in R&amp;D project teams in Korea

Oh, Kyoungjo; Kim, Youngbae; Lee, Jinjoo

doi:10.1016/0923-4748(91)90003-a

Cited by 22 publications

(17 citation statements)

References 22 publications

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“…,Cooper & Wakelam, (1999),Flood et al (2000),Higgins & Routhieaux (1999),Keller (2001),Kim, Min, & Cha (1999),Kline (2003),Kolb (1992),Michaelsen (1973),Nealey & Blood (1968), Norrgen & Schaller (1999,Oh, Kim, & Lee (1991),Spangler & Braiotta (1990),Stoker & Remdisch (1997), Stoker, Looise, Fisscher, & deJong (2001,Taggar & Seijts (2003),Thamhain (2004),Tschan, Semmer, Nagele, & Gurtner (2000),and Watson, Johnson, & Zgourides (2002).bBird (1977),,Kane et al (2002),Keller (1992), andKomaki, Desselles, & Bowman (1989). cBrewer, Wilson, & Beck (1994),Burpitt & Bigoness (1997),Edmondson (1999),Edmondson (2003),Flood et al (2000),Gordon & Brannick (1999),Hirst, Mann, Bain, Pirola-Merlo, & Richver (2004),Keller (1992),Kim et al (1999),Kirkman & Rosen (1999),Kline (2003),Kolb (1992), Lim & Ployhart (2004), McDonough & Pearson (1993), Michaelsen (1973), Nealey & Blood (1968), Norrgen & Schaller (1999), Odusami, Iyagba, & Omirin (2003), Pearce & Herbik (2004), Pearce & Sims (2002), Pirola-Merlo, Hartel, Mann, & Hirst (2002),Pratt & Jiambalvo (1981),Sivasubramaniam et al (2002),Smith et al (1994),Smith-Jentsch, Salas, & Brannick (2001);Sosik (1997),,Sosik, Kahai, & Avolio (1998)…”

mentioning

confidence: 97%

What type of leadership behaviors are functional in teams? A meta-analysis

Burke

Stagl

Klein

et al. 2006

The Leadership Quarterly

863

794

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mentioning

confidence: 97%

What type of leadership behaviors are functional in teams? A meta-analysis

Burke

Stagl

Klein

et al. 2006

The Leadership Quarterly

863

794

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“…These functions ultimately serve the purpose of task structuring (Pratt, 1981) and emphasize overt attempts to achieve specific organizational goals (Oh, Kim & Lee, 1991). Leaders adopting such behaviors ensure that members have a clear sense of direction and purpose (Burke et al, 2006) and take control and determine in detail what needs to be done and how it should be done (Savelsbergh et al, 2015).…”

Section: Task-focused Leadership Behaviorsmentioning

confidence: 99%

“…It involves the degree 6 of two-way communication and consultation, mutual trust, respect, and warmth a leader exhibits toward his followers (Oh, Kim & Lee, 1991).…”

Section: Person-focused Leadership Behaviorsmentioning

confidence: 99%

Task and person-focused leadership behaviors and team performance: A meta-analysis

Booms

Curşeu

2016

AMPROC

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Task and person-focused leadership behaviors and team performanceCeri-Booms, Meltem; Curseu, P.L.; Oerlemans, Leon General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.-Users may download and print one copy of any publication from the public portal for the purpose of private study or research -You may not further distribute the material or use it for any profit-making activity or commercial gain -You may freely distribute the URL identifying the publication in the public portal Take down policy If you believe that this document breaches copyright, please contact us providing details, and we will remove access to the work immediately and investigate your claim.

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“…Secondly, the relationship also appeared in the interpersonal communication. Oh, Kim and Lee (1991) showing consideration (Miraglia, 1964). A leader with high consideration is more likely to be concerned about interpersonal relations and emphasise communication with subordinates (Jablin, 1979;Redding, 1972).…”

Section: Corporate Leadershipmentioning

confidence: 99%

“…Hetland and Sandal, 2003;Oh, Kim and Lee, 1991;Snyder and Morris 1984;Takala 1997). Nevertheless, few studies specifically focus on CCM and the link corporate leadership.…”

Section: Corporate Leadershipmentioning

confidence: 99%

Antecedents and consequences of corporate communication management (CCM)

Mohamad

Nguyen

Melewar

et al. 2018

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Middlesex University Research Repository makes the University's research available electronically.Copyright and moral rights to this work are retained by the author and/or other copyright owners unless otherwise stated. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge.Works, including theses and research projects, may not be reproduced in any format or medium, or extensive quotations taken from them, or their content changed in any way, without first obtaining permission in writing from the copyright holder(s). They may not be sold or exploited commercially in any format or medium without the prior written permission of the copyright holder(s).Full bibliographic details must be given when referring to, or quoting from full items including the author's name, the title of the work, publication details where relevant (place, publisher, date), pagination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award.If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address:eprints@mdx.ac.ukThe item will be removed from the repository while any claim is being investigated.See also repository copyright: re-use policy: http://eprints.mdx.ac.uk/policies.html#copy 1 Antecedents and Consequences of Corporate Communication Management (CCM): An Agenda for Future Research AbstractPurpose. This paper aims to provide a degree of clarity on the corporate communication management (CCM) concept, by building a conceptual framework that uncovers its underlying antecedents and consequences. Although it is consolidated that corporate communication and information together plays an important role in strategic management planning due to the high relevance of managing positive relationships with multiple stakeholder that have a strong impact on corporate survival, extant literature suggests that there have been few empirical studies so far assessing the contribution of CCM to organisational performance.Design/methodology/approach. The paper is conceptual and a model is developed as a result of an extensive critical multidisciplinary literature review. in order to provide a more systematic and coherent concept that is operational and measureable. Nevertheless, no one method has been defined as the most effective, and assessment methods remain unclear (Christensen and Cornelissen, 2011;van Riel, 1995).Although most corporate communication and information professionals could benefit from using an integrated and more organised framework, the academic field of corporate communication remained scattered, divergent, and lack coherence (Belasen, 2008;Christensen and Cornelissen, 2011). This confusion, regarding the central concept of corporate communication management, has still not been resolved (van Riel 1997) and the kno...

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An empirical study of communication patterns, leadership styles, and subordinate satisfaction in R&D project teams in Korea

Cited by 22 publications

References 22 publications

What type of leadership behaviors are functional in teams? A meta-analysis

What type of leadership behaviors are functional in teams? A meta-analysis

Task and person-focused leadership behaviors and team performance: A meta-analysis

Antecedents and consequences of corporate communication management (CCM)

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