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Employee Engagement Through Effective Performance Management: A Practical Guide for Managers

Second edition., 2018

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Relationships between developmental feedback, intrinsic motivation, and creative personality and performance

Psihologija, 2022, Vol.55 (1), p.25-44

2022

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Developing Self-Awareness: Learning Processes for Self- and Interpersonal Growth

Annual review of organizational psychology and organizational behavior, 2023-01, Vol.10 (1), p.261-288

2023

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DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META-ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS

Personnel psychology, 2005-03, Vol.58 (1), p.33-66

2005

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The Power of Feedback: Giving, Seeking, and Using Feedback for Performance Improvement

London, Manuel

1, 2015

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Team Learning and the Human Resource Development/Human Resource Management Interface

Human resource development review, 2022-03, Vol.21 (1), p.15-23

London, Manuel

2022

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Leader–follower narcissism and subgroup formation in teams: a conceptual model

Journal of managerial psychology, 2019-08, Vol.34 (6), p.429-442

London, Manuel

2019

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The Oxford handbook of lifelong learning

2011

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Learning interventions for consultants: Building the talent that drives business

2018

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Interim leadership assignments

Organizational dynamics, 2020-10, Vol.49 (4), p.100725, Article 100725

London, Manuel

2020

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Employee Engagement Through Effective Performance Management: A Practical Guide for Managers

2010

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Causes and Consequences of Adaptive Leadership: A Model of Leaders' Rapid Responses to Unexpected Events

Psychology of leaders and leadership (Print), 2023-02, Vol.26 (1), p.22-43

2023

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Relationships between climate, process, and performance in continuous quality improvement groups

Journal of vocational behavior, 2006-12, Vol.69 (3), p.510-523

2006

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Feedback orientation, feedback culture, and the longitudinal performance management process

Human resource management review, 2002-03, Vol.12 (1), p.81-100

2002

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Career Barriers: How People Experience, Overcome, and Avoid Failure

London, Manuel

1998

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Human Resource Development in Changing Organizations

1992

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Selecting International Executives: A Suggested Framework and Annotated Bibliography

1, 1999

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Work group learning: Understanding, improving and assessing how groups learn in organizations

2008

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Beyond LMX: toward a theory-based, differentiated view of leader–member relationships

Journal of managerial psychology, 2023-06, Vol.38 (4), p.273-288

2023

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Gaining feedback acceptance: Leader-member attachment style and psychological safety

Human resource management review, 2023-06, Vol.33 (2), p.100953, Article 100953

2023

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From Individual Contributor to Leader: A Role Identity Shift Framework for Leader Development Within Innovative Organizations

Journal of management, 2018-04, Vol.44 (4), p.1426-1452

2018

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Understanding social advocacy: An integrative model of motivation, strategy, and persistence in support of corporate social responsibility and social entrepreneurship

The Journal of management development, 2010-01, Vol.29 (3), p.224-245

London, Manuel

2010

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Relationships between career motivation, empowerment and support for career development

Journal of occupational and organizational psychology, 1993-03, Vol.66 (1), p.55-69

London, Manuel

1993

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Performance feedback, power retention, and the gender gap in leadership

The Leadership quarterly, 2017-12, Vol.28 (6), p.721-740

2017

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How groups learn: The role of communication patterns, cue recognition, context facility, and cultural intelligence

Human resource development review, 2009-09, Vol.8 (3), p.327-349

2009

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Employee Engagement Through Effective Performance Management: A Practical Guide for Managers

Relationships between developmental feedback, intrinsic motivation, and creative personality and performance

Developing Self-Awareness: Learning Processes for Self- and Interpersonal Growth

DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META-ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS

The Power of Feedback: Giving, Seeking, and Using Feedback for Performance Improvement

Team Learning and the Human Resource Development/Human Resource Management Interface

Leader–follower narcissism and subgroup formation in teams: a conceptual model

The Oxford handbook of lifelong learning

Learning interventions for consultants: Building the talent that drives business

Interim leadership assignments

Employee Engagement Through Effective Performance Management: A Practical Guide for Managers

Causes and Consequences of Adaptive Leadership: A Model of Leaders' Rapid Responses to Unexpected Events

Relationships between climate, process, and performance in continuous quality improvement groups

Feedback orientation, feedback culture, and the longitudinal performance management process

Career Barriers: How People Experience, Overcome, and Avoid Failure

Human Resource Development in Changing Organizations

Selecting International Executives: A Suggested Framework and Annotated Bibliography

Work group learning: Understanding, improving and assessing how groups learn in organizations

Beyond LMX: toward a theory-based, differentiated view of leader–member relationships

Gaining feedback acceptance: Leader-member attachment style and psychological safety

From Individual Contributor to Leader: A Role Identity Shift Framework for Leader Development Within Innovative Organizations

Understanding social advocacy: An integrative model of motivation, strategy, and persistence in support of corporate social responsibility and social entrepreneurship

Relationships between career motivation, empowerment and support for career development

Performance feedback, power retention, and the gender gap in leadership

How groups learn: The role of communication patterns, cue recognition, context facility, and cultural intelligence

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