Organizational behavior
NOVA SCHOOL OF BUSINESS AND ECONOMICS
ORGANIZATIONAL BEHAVIOUR
CONTENTS
PREFACE
EXECUTIVE SUMMARY
PART I: SAMS´S OVERVIEW AND CORE BUSINESS
1. INTRODUCTION
1.1. SAMS - Organizational Context
1.2. The sample and the methodology used
PART II: THE IMPACT OF PERCEIVED SUPERVISOR SUPPORT IN SAMS´S PERFORMANCE
2. THEORETICAL BACKGROUND
2.1. Perceived Supervisor Support
2.4.1. Is Ethical Leadership Related with Age, Gender, Education Level, or with Other External Factors?
2.4.2. Ethical Leadership and Other Variables in Study
3. Evaluation of the Impact in Performance
3.1. Perceived Supervisor Support and In-Role Behaviors
3.2 Perceived Supervisor Support and Supervisor Openess
3.3 Perceived Supervisor Support and Ethical Leadership
3.4 Perceived Supervisor Support and Leader-Member Exchange
3.5 Perceived Supervisor Support and Innovative Work Behaviors
3.6 Perceived Supervisor Support and Support´s Organizational Embodiment
PART III: Conclusion and Main Ideas to Retain
5. Recommendations
6. Limitations
7. Conclusion
APPENDIXES
REFERENCES
BIBLIOGRAPHY
GLOSSARY
PREFACE
The present report was developed by a well-organized and competent team of undergraduate students, who were able to adapt and associate all the theoretical concepts learned in the classes with the real case of SAMS´s enterprise, in the perspective of personality proactive and its impact in the SAMS´s performance.
The opportunity to work with this company was due to the fact that one of the members could communicate in an easy and immediately way with a professional from there. Additionally, this circumstance was aligned with the overall opinion of the group that SAMS would be an excellent and very relevant choice to do more complete and comprehensive analysis and approach to this OB topic.
Consequently, at all stages of developing this consultancy report, the group improved the knowledge and the main concepts related to
ORGANIZATIONAL BEHAVIOUR
CONTENTS
PREFACE
EXECUTIVE SUMMARY
PART I: SAMS´S OVERVIEW AND CORE BUSINESS
1. INTRODUCTION
1.1. SAMS - Organizational Context
1.2. The sample and the methodology used
PART II: THE IMPACT OF PERCEIVED SUPERVISOR SUPPORT IN SAMS´S PERFORMANCE
2. THEORETICAL BACKGROUND
2.1. Perceived Supervisor Support
2.4.1. Is Ethical Leadership Related with Age, Gender, Education Level, or with Other External Factors?
2.4.2. Ethical Leadership and Other Variables in Study
3. Evaluation of the Impact in Performance
3.1. Perceived Supervisor Support and In-Role Behaviors
3.2 Perceived Supervisor Support and Supervisor Openess
3.3 Perceived Supervisor Support and Ethical Leadership
3.4 Perceived Supervisor Support and Leader-Member Exchange
3.5 Perceived Supervisor Support and Innovative Work Behaviors
3.6 Perceived Supervisor Support and Support´s Organizational Embodiment
PART III: Conclusion and Main Ideas to Retain
5. Recommendations
6. Limitations
7. Conclusion
APPENDIXES
REFERENCES
BIBLIOGRAPHY
GLOSSARY
PREFACE
The present report was developed by a well-organized and competent team of undergraduate students, who were able to adapt and associate all the theoretical concepts learned in the classes with the real case of SAMS´s enterprise, in the perspective of personality proactive and its impact in the SAMS´s performance.
The opportunity to work with this company was due to the fact that one of the members could communicate in an easy and immediately way with a professional from there. Additionally, this circumstance was aligned with the overall opinion of the group that SAMS would be an excellent and very relevant choice to do more complete and comprehensive analysis and approach to this OB topic.
Consequently, at all stages of developing this consultancy report, the group improved the knowledge and the main concepts related to