John E. Sheridan
Wayne State University
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Featured researches published by John E. Sheridan.
Organizational Behavior and Human Performance | 1975
John E. Sheridan; John W. Slocum
Abstract A crossed-lagged correlation design was used to test causal relationships between work performance and four different measures of job satisfaction. Longitudinal data over a 1-yr period was collected for a sample of 35 managers and 59 machine operators in a specialty steel firm. Affective measures of job satisfaction were linked to managers performance in a lagged performance → satisfaction relationship. Need deficiency measures of job satisfaction were linked to the machine operators performance in a lead dissatisfaction → performance relationship. The inclusion of the importance moderator in measures of job satisfaction did not improve the correlation between satisfaction and performance.
Organizational Behavior and Human Performance | 1976
H. Kirk Downey; John E. Sheridan; John W. Slocum
Abstract This paper reports the results of a longitudinal analysis of the path-goal theory of leader effectiveness (House 1971), using a sample of managers and production workers from a single organization. Measures of leader behavior, task structure, subordinate performance, expectancies, and satisfaction were used to test the theory through cross-lagged and dynamic correlational analyses. The findings provide weak support for the theory.
IEEE Engineering Management Review | 1986
H. Kirk Downey; John E. Sheridan; John W. Slocum
The propositions are tested that (a) the more unstructured the task, the more positive the relationships between leader initiating structure and subordinate job satisfaction and performance, and (b) the more unstructured the task, the less positive the relationship between leader consideration and subordinate job satisfaction and performance. The correlations do not support the first proposition.
Academy of Management Proceedings | 1974
John E. Sheridan; John W. Slocum; H. Kirk Downey
An empirical test of the Path-Goal theory of leadership is provided by this paper. The hypotheses were tested that: (1) the more unstructured the task, the more positive the relationship between le...
Academy of Management Proceedings | 1973
Max D. Richards; John W. Slocum; John E. Sheridan; P. Joseph; Cyrus Altimus
In recent year, there has been a growing interest in the area of cross-cultural behavioral research. The evidence regarding the impact of culture on workers job attitudes has often been meager and contradictory because the research had several common problems that limited the interpretation of the evidence presented. Ajiferuke and Boddewyn (1970a; 1970b), Slocum and Topichak (1972), and Slocum et al. (1973) identified three major problem areas: (1) inadequate delineation of culture and failure to operationally define the term; (2) inadequate data analysis and research instruments, and (3) inadequate control for the possible moderating effects of organizational and interpersonal influences on job attitudes. The present research addressed these methodological problems by examining the influence of modernity, a cultural attribute, on workers job attitudes while controlling for the possible extraneous effects of work technology, organizational structure and supervisory leadership style. The significant inte...
Journal of Applied Psychology | 1978
John E. Sheridan; Donald J. Vredenburgh
Academy of Management Journal | 1975
H. Kirk Downey; John E. Sheridan; John W. Slocum
Journal of Applied Psychology | 1975
John E. Sheridan; Max D. Richards; John W. Slocum
Nursing Research | 1972
John W. Slocum; Gerald I. Susman; John E. Sheridan
Decision Sciences | 1974
John E. Sheridan; John W. Slocum; Max D. Richards