1. Repositório do Iscte – Instituto Universitário de Lisboa

Percorrer por autor Rego, J.

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Mostrar resultados 1-20 de 20.
DataTítuloAutor(es)TipoAcesso
2023Are gritty leaders happier or unhappier? It depends on how prudent they areRego, J.; Bluhm, D. J.; Valverde, C.; Cunha, M. P.ArtigoAcesso Aberto
2015Authentic leaders promoting store performance: the mediating roles of virtuousness and potencyRego, J.; Reis Júnior, D.; Cunha, M. P.ArtigoAcesso Embargado
2023Becoming a fraternal organization: Insights from the Encyclical Fratelli TuttiZózimo, R.; Cunha, M. P.; Rego, J.ArtigoAcesso Aberto
2022Cognition, emotion and action: persistent sources of parent–offspring paradoxes in the family businessCunha, M. P.; Soares Leitão, M. J.; Clegg, S.; Hernández-Linares, R.; Moasa, H.; Randerson, K.; Rego, J.ArtigoAcesso Aberto
2019Conveyed leader PsyCap predicting leader effectiveness through positive energizingRego, J.; Yam, K. C.; Owens, B. P.; Story, J. S. P.; Cunha, M. P.; Bluhm, D.; Lopes, M. P.ArtigoAcesso Aberto
2015The dialectics of serendipityCunha, M. P.; Rego, J.; Clegg, S.; Lindsay, G.ArtigoAcesso Embargado
2022Evolving conceptions of work-family boundaries: In defense of the family as stakeholderCunha, M. P. e; Hernández-Linares, R.; Sousa, M. de; Clegg, S.; Rego, J.ArtigoAcesso Aberto
2023A figure is worth a thousand words: The role of visualization in paradox theorizingPradies, C.; Berti, M.; Cunha, M. P.; Rego, J.; Tunarosa, A.; Clegg, S.ArtigoAcesso Aberto
2016Kafkaesque power and bureaucracyClegg, S.; Cunha, M. P.; Munro, I.; Rego, J.; de Sousa, M. O.ArtigoAcesso Aberto
2022Non-naïve organizational positivity through a generative paradox pedagogyCunha, M. P.; Simpson, A. V.; Rego, J.; Clegg, S.ArtigoAcesso Aberto
2021‘Open Purpose’: Embracing organizations as expressive systemsClegg, S.; Cunha, M. P.; Rego, J.; Santos, F.ArtigoAcesso Aberto
2018The perceived impact of leaders’ humility on team effectiveness: an empirical studyRego, J.; Cunha, M. P.; Simpson, A. V.ArtigoAcesso Aberto
2023Positive leadership action framework: Simply doing good and doing wellRedín, D. M.; Meyer, M.; Rego, J.ArtigoAcesso Aberto
2015Powers of romance: the liminal challenges of managing organizational intimacyClegg, S.; Cunha, M. P.; Rego, J.; Story, J.ArtigoAcesso Aberto
2024Tackling sustainable development goals through new spaceClegg, S.; Cunha, M. P.; López, A.; Sirage, E.; Rego, J.ArtigoAcesso Aberto
2015Tales of the unexpected: discussing improvisational learningCunha, M. P.; Neves, P.; Clegg, S.; Rego, J.ArtigoAcesso Embargado
2022Team ground rules: Their nature and functionsCunha, M. P.; Rego, J.; Simpson, A. V.ArtigoAcesso Aberto
2022Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservationSimpson, A. V.; Rego, J.; Berti, M.; Clegg, S.; Cunha, M. P.ArtigoAcesso Aberto
2023Understanding pragmatic paradoxes: When contradictions become paralyzing and what to do about itCunha, M. P.; Rego, J.; Berti, M.; Simpson, A. C.ArtigoAcesso Aberto
2024Wise leaders fostering employees’ speaking up behaviors: Developing and validating a measure of leader-expressed practical wisdomRego, J.; Meyer, M.; Reis Júnior, D.; Cunha, M. P.ArtigoAcesso Aberto
Mostrar resultados 1-20 de 20.