Title: Further investigation of the outcomes of loyalty to supervisor: Job satisfaction and intention to stay Author(s): Zhenxiong Chen Journal: Journal of Managerial Psychology Year: 2001 Volume: 16 Number: 8 Page: 650 -- 660 DOI: 10.1108/EUM0000000006305 Publisher: Emerald Quote: Study found that Loyalty to Supervisor strongly influence job satisfaction Title: The Relationship between Self - and Supervisor Appraisals with Role Clarity and Job Satisfaction Author(s): Tichatonga J Nhundu Journal: Journal of Educational Administration Year: 1992 Volume: 30 Number: 1 DOI: 10.1108/09578239210008808 Publisher: Emerald Quote: Education self-appraisals more strongly tied to job statisfaction and more accurate than non-education ones Title: Effects of perceived power of supervisor on subordinate work attitudes Author(s): A.R. Elangovan; Jia Lin Xie Journal: Leadership and Organization Development Journal Year: 2000 Volume: 21 Number: 6 Page: 319 -- 328 DOI: 10.1108/01437730010343095 Publisher: Emerald Abstract: This study examined the relationships between perceptions of supervisor power and subordinate work attitudes. Results showed that perceived legitimate power and coercive power of the supervisor were major predictors of subordinate stress, while perceived legitimate power and reward power were important predictors of employee motivation. Further, perceived coercive, reward and legitimate powers were all significant predictors of subordinate commitment. Also, perceived coercive power was negatively associated with subordinate satisfaction, while expert and referent powers were positively related to satisfaction. Implications for future research and practising managers are discussed. Title: The influence of employee-supervisor interactions upon job breadth Author(s): Rhonda S Klieman; Julie A Quinn; Karen L Harris Journal: Journal of Managerial Psychology Year: 2000 Volume: 15 Number: 6 Page: 587 -- 605 DOI: 10.1108/02683940010346734 Publisher: Emerald Abstract: Examines the merits of job breadth as a construct reflecting discretionary work behavior, and the influence that a supervisor is likely to have on an employee's developing job breadth. Surveys were completed by employees from long-term care facilities in the mid-western USA. Results indicated that job breadth was most strongly, and positively, related to the quality of employee-supervisor relationship. Further, evidence suggested that a worker and supervisor do not necessarily perceive the boundaries of a job in an identical manner. Title: Supervisor gender, leadership style, and perceived job design Author(s): Sean Valentine; Lynn Godkin Journal: Women in Management Review Year: 2000 Volume: 15 Number: 3 Page: 117 -- 129 DOI: 10.1108/09649420010325744 Publisher: Emerald Abstract: Using a national sample of 7,733 young working adults, the relationship between supervisor gender and perceived job design was explored. Results indicated that a supervisor's gender did indeed influence subordinates' perceptions of their job, and the differences were attributed to the different leadership styles men and women frequently use in the workplace. Overall, subordinates who had female supervisors perceived greater interpersonal aspects in their jobs, while subordinates who had male supervisors perceived greater structure in their jobs. Title: Changing managers' defensive reasoning about work/family conflicts Author(s): Karen E Watkins Journal: The Journal of Management Development Year: 1995 Volume: 14 Number: 2 Page: 77 -- 88 DOI: 10.1108/02621719510078911 Publisher: Emerald Abstract: Describes a management development process based on action science which was designed to surface and examine deeply-held beliefs about the role of the manager or supervisor in handling work/family conflicts. The process enabled individuals to examine their reasoning about work and family conflicts and led to the identification of a number of defensive reasoning patterns among managers in dealing with work/family conflicts, particularly the use of bypass and threats. The management development process is most effective when focused on first getting managers to state what they would think and do in a given situation, making typical responses problematic, and then pushing managers to generate more creative alternatives. This is the essence of genuine dialogue. Title: Using vision to improve organisational communication Author(s): Dawn Kelly Journal: Leadership and Organization Development Journal Year: 2000 Volume: 21 Number: 2 Page: 92 -- 101 DOI: 10.1108/01437730010318183 Publisher: Emerald Abstract: Research on communication in organisations has enabled us to develop a body of knowledge about recognising and overcoming barriers to effective communication. In contrast to the tenet in the communication literature that communication barriers require minimisation, the leadership literature provides a basis for a re-conceptualisation of the "problems" into opportunities. This article offers a theoretical synthesis of the communication and leadership literatures to extend our knowledge of improving communication in organisations. Title: Giving your organizational communication C-P-R Author(s): Allan H Church Journal: Leadership and Organization Development Journal Year: 1996 Volume: 17 Number: 7 Page: 4 -- 11 DOI: 10.1108/01437739610148321 Publisher: Emerald Abstract: Describes the C-P-R model of organizational communication for conceptualizing and understanding the nature of communication in organizations. On the basis of existing theory and research in the field, discusses in detail the three primary components of the model: content, processes and roles. Provides an overview of the relationships among these factors. Uses the model in an applied case example to help diagnose communication patterns in a marketing division of a pharmaceuticals organization. Title: Organisational communication and strategy implementation - a primary inquiry Author(s): Wei Peng; David Litteljohn Journal: International Journal of Contemporary Hospitality Management Year: 2001 Volume: 13 Number: 7 Page: 360 -- 363 DOI: 10.1108/EUM0000000006005 Publisher: Emerald Abstract: Over the last decade, organisational communication has attracted growing academic interest. Focuses on organisational communication within multi-unit organisations in order to understand better the strategy implementation process from a communication perspective. Three hotel chains were investigated, all UK plcs with diversified business portfolios, and which were in the process of implementing a strategic initiative. The findings show that effective communication is a primary requirement of effective implementation but it does not guarantee the effectiveness of implementation. Title: Improving Organisational Communication: Developing a Management Strategy Author(s): Sandra E Robinson Journal: International Journal of Public Sector Management Year: 1990 Volume: 3 Number: 1 DOI: 10.1108/EUM0000000001693 Publisher: Emerald Abstract: Staff perceptions of management/staff communications are examined through an attitude survey. Organisational characteristics and their likely impact on the communication climate are considered and a communications strategy is developed. In challenging and changing times, organisations need to be flexible and responsive. They can achieve this through open communication systems which encourage staff involvement and participation.