ABOUT THE AUTHOR -- DEDICATION -- CONTENTS -- LIST OF TABLES AND FIGURES -- PREFACE -- WHY THEORY? -- WHY THESE THEORIES? -- STRUCTURE OF THE BOOK -- STRUCTURE OF THE CHAPTERS -- NOTE -- ACKNOWLEDGMENTS -- PART I SCIENTIFIC INTRODUCTION -- CHAPTER 1 SCIENCE AND ITS THEORY -- THEORY AND PRACTICE -- SCIENCE DEFINED -- THE ROLE OF THEORY IN SCIENCE -- RULES OF SCIENTIFIC INQUIRY -- THEORY BUILDING -- DEFINING A GOOD OR STRONG THEORY -- KINDS OF THEORIES -- CONCLUSIONS -- REFERENCES -- CHAPTER 2 THE CONDUCT OF RESEARCH AND THE DEVELOPMENT OF KNOWLEDGE -- MEASURING VARIABLES -- RESEARCH DESIGN -- VALUES AND KNOWLEDGE -- THE ROLE OF CONSENSUS -- CONCLUSIONS -- REFERENCES -- PART II THEORIES OF MOTIVATION -- CHAPTER 3 FROM SOCIAL PSYCHOLOGY AND PERSONALITY THEORY -- BACKGROUND -- CONTRIBUTIONS RELEVANT FOR ORGANIZATIONAL BEHAVIOR -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- CHAPTER 4 ACHIEVEMENT MOTIVATION THEORY -- BACKGROUND -- THE EMERGENCE AND DEVELOPMENT OF THE THEORY -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- CHAPTER 5 MOTIVATION-HYGIENE THEORY -- BACKGROUND -- EVOLUTION OF THE THEORY -- APPLICATIONS TO JOB ENRICHMENT -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- CHAPTER 6 JOB CHARACTERISTICS THEORY -- BACKGROUND -- DEVELOPMENT OF THE THEORY -- EVALUATION AND IMPACT -- AN ASIDE ON PERSONALITY THEORY AND RESEARCH -- CONCLUSIONS -- REFERENCES -- CHAPTER 7 EXPECTANCY THEORIES -- BACKGROUND -- VARIANTS ON THE EXPECTANCY THEORY THEME -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- CHAPTER 8 OPERANT BEHAVIOR AND ORGANIZATIONAL BEHAVIOR MODIFICATION -- BACKGROUND -- FORMULATIONS REGARDING OPERANT BEHAVIOR SET FORTH BY HAMNER -- ORGANIZATIONAL BEHAVIOR MODIFICATION THEORY -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- CHAPTER 9 EQUITY THEORY -- BACKGROUND -- STATEMENT OF THE THEORY.

BASIC RESEARCH ON PAY -- EVALUATION AND IMPACT -- EXPANDING INTO ORGANIZATIONAL JUSTICE -- CONCLUSIONS -- CHAPTER 10 GOAL-SETTING THEORY -- BACKGROUND -- PHASE I THEORY -- THE THEORY IN MATURITY -- APPLICATIONS -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- CHAPTER 11 ATTRIBUTION THEORY- MANAGERIAL PERCEPTIONS OF THE POOR PERFORMING SUBORDINATE -- BACKGROUND -- THEORETICAL STATEMENTS -- EVALUATION AND IMPACT -- REFERENCES -- PART III THEORIES OF LEADERSHIP -- CHAPTER 12 NORMATIVE DECISION PROCESS THEORY -- BACKGROUND -- THE INITIAL GROUP DECISION-SHARING THEORY -- THE INITIAL INDIVIDUAL DECISION-SHARING THEORY -- THE LATER DECISION-SHARING THEORY -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- CHAPTER 13 CONTINGENCY THEORY OF LEADERSHIP -- BACKGROUND -- EVOLUTION OF CONTINGENCY THEORY -- EVALUATION AND IMPACT -- APPLICATIONS-LEADER MATCH -- COGNITIVE RESOURCE THEORY-ADDENDUM TO CONTINGENCY THEORY? -- CONCLUSIONS -- REFERENCES -- CHAPTER 14 VERTICAL DYAD LINKAGE AND LEADER-MEMBER EXCHANGE THEORY -- BACKGROUND -- THEORETICAL STATEMENTS REGARDING VERTICAL DYAD LINKAGES -- THEORETICAL STATEMENTS REGARDING LEADER-MEMBER EXCHANGES -- THEORY-RELATED RESEARCH IN WHICH GRAEN HAS PARTICIPATED -- EVALUATION AND IMPACT -- CHAPTER 15 INFORMATION PROCESSING THEORY OF LEADERSHIP -- BACKGROUND -- DEVELOPMENTS PRIOR TO THE 1990s -- LINKING PERCEPTIONS AND PERFORMANCE -- DEVELOPMENTS SUBSEQUENT TO THE INITIAL THEORY -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- CHAPTER 16 SUBSTITUTES FOR LEADERSHIP -- BACKGROUND -- HOW THE SUBSTITUTES FORMULATIONS EVOLVED -- EVALUATION AND IMPACT -- REFERENCES -- CHAPTER 17 ROLE MOTIVATION THEORY -- BACKGROUND -- THE THEORY BEHIND MANAGERIAL ROLE MOTIVATION TRAINING -- MANAGERIAL (HIERARCHIC) ROLE MOTIVATION THEORY -- SUBSEQUENT ROLE MOTIVATION THEORY -- EVALUATION AND IMPACT -- APPLICATIONS.

CONCLUSIONS -- REFERENCES -- CHAPTER 18 CHARISMATIC LEADERSHIP THEORY -- BACKGROUND -- THE DIVERSE ARRAY OF PROPOSITIONS -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- CHAPTER 19 TRANSFORMATIONAL LEADERSHIP THEORY -- BACKGROUND -- THEORETICAL STATEMENTS -- EVALUATION AND IMPACT -- CONCLUSIONS -- REFERENCES -- NAME INDEX -- SUBJECT INDEX.