ChemInform Abstract: DARC SYSTEM. XXI. GENERATION-DESCRIPTION THEORY. X. REPRESENTATION OF BORANES AND THEIR DERIVATIVES

1977 ◽  
Vol 8 (4) ◽  
pp. no-no
Author(s):  
J. E. DUBOIS ◽  
A. PANAYE
Keyword(s):  
1982 ◽  
Vol 12 (1) ◽  
pp. 57-67
Author(s):  
Stephen J. Curley

We may discover the basis for a humanistic rhetoric of technical writing by examining managerial theories of human behavior. Complaints about the deficiencies of writers and their work correspond remarkably to complaints about the deficiencies of employees and their work. And both sets of complaints may actually be related to the traditional Theory X of human behavior, held by managers and teachers of writing. An alternative managerial theory proposed by Douglas McGregor, Theory Y, suggests ways to encourage an individual's initiative and to satisfy the organization's goals simultaneously. Since technical writing weds the worlds of writing and working, this managerial theory can provide a sound basis for a rhetorical theory that encourages a writer's initiative and satisfies the goals of writing simultaneously. The letter of application for employment illustrates how Theory Y works.


2015 ◽  
Vol 9 (8) ◽  
pp. 445-460 ◽  
Author(s):  
Hayley Leck ◽  
Declan Conway ◽  
Michael Bradshaw ◽  
Judith Rees

2021 ◽  
pp. 154805182110124
Author(s):  
Amelie V. Güntner ◽  
Kai N. Klasmeier ◽  
Florian E. Klonek ◽  
Simone Kauffeld

This study focuses on follower resistance as a potential antecedent of destructive leader behavior and examines leader-related moderators and mediators to help explain the relationship between follower resistance and destructive leader behavior. Drawing from implicit followership theories, we propose that the relationship between follower resistance and destructive leader behavior is moderated by leaders’ Theory X schema. Furthermore, we build on affective events theory to hypothesize that follower resistance increases destructive leader behavior via leaders’ negative affect. We tested our hypotheses in a within-subjects online field experiment. Our study findings demonstrate that follower resistance increases destructive leader behavior and that this relationship is mediated through leaders’ negative affect and moderated by leaders’ Theory X schema. We discuss theoretical implications regarding the impact of (resistant) follower behavior on destructive leadership and offer methodological advances in terms of research design and analytical approaches to deal with endogeneity issues and derive causal inferences. Lastly, we derive practical implications for utilizing follower resistance.


2010 ◽  
Vol 31 (2) ◽  
pp. 120-135 ◽  
Author(s):  
Richard E. Kopelman ◽  
David J. Prottas ◽  
David W. Falk

1967 ◽  
Vol 13 (15) ◽  
pp. 225-240 ◽  
Author(s):  
Bas C. Van Fraassen ◽  
Karel Lambert
Keyword(s):  

2012 ◽  
Vol 18 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Faruk Şahin

AbstractThe purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.


1979 ◽  
Vol 15 (3) ◽  
pp. 431-432
Author(s):  
Frederick C. Thayer
Keyword(s):  

1992 ◽  
Vol 86 (1) ◽  
pp. 1-29 ◽  
Author(s):  
Flavio Bonetti ◽  
Gian-Carlo Rota ◽  
Domenico Senato ◽  
Antonietta M. Venezia

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