Manager behavior, leadership style, and subordinate performance: An empirical extension of the Vroom-Yetton conflict rule

TL;DR: The origins of the world of work can be traced back to the early nineteenth century as discussed by the authors, when women at work were defined as "unconscious at work" and women in the workplace were considered as "individuals who were not at work".

TL;DR: In this article, the authors developed a model of group problem solving in which performance is a function of group resources and strategies for their use, where resources are defined as the joint task knowledge of a group's two most expert members.

TL;DR: A review of literature relevant to career development and vocational behavior available during 1987 can be found in this paper, where two major review segments (vocational choice and career development, and vocational behaviour in organizations) cover the literature on theory, research, and practice related to the individual and his or her preparatory and actual work experiences.

TL;DR: The benefits of total quality management (TQM) as a panacea for the productivity problems associated with traditional management have been extensively discussed in the management literature as mentioned in this paper, with implicit assumptions about the efficacy of worker participation in facilitating the total quality agenda.

TL;DR: In this paper, an empirical evaluation of the validity of the Vroom-Yetton contingency model of leadership behavior is performed, and substantial support for the model and its various components is obtained.

TL;DR: The results of a survey conducted by the American Management Association as mentioned in this paper indicated that managers from middle to top levels have an active and growing interest in learning more about both the prevention and management of conflict.

TL;DR: In this paper, the authors lay a groundwork for a theory of conflict management activities among principal parties by examining the role of attributed intent within conflict episodes, and present attributional data from executives which indicate that there are strong biases in the perception of intent-namely that individuals tend to see themselves as cooperative and reasonable but attribute competitiveness and unreasonableness to the other party.