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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA) 
Dello Russo, S., Miraglia, M. & Borgogni, L. (2017). Reducing organizational politics in performance appraisal: the role of coaching leaders in appraising age-diverse employees. Human Resource Management. 56 (5), 769-783
Exportar Referência (IEEE) 
S. D. Russo et al.,  "Reducing organizational politics in performance appraisal: the role of coaching leaders in appraising age-diverse employees", in Human Resource Management, vol. 56, no. 5, pp. 769-783, 2017
Exportar BibTeX 
@article{russo2017_1734960261949,
	author = "Dello Russo, S. and Miraglia, M. and Borgogni, L.",
	title = "Reducing organizational politics in performance appraisal: the role of coaching leaders in appraising age-diverse employees",
	journal = "Human Resource Management",
	year = "2017",
	volume = "56",
	number = "5",
	doi = "10.1002/hrm.21799",
	pages = "769-783",
	url = "http://onlinelibrary.wiley.com/doi/10.1002/hrm.21799/abstract"
}
Exportar RIS 
TY  - JOUR
TI  - Reducing organizational politics in performance appraisal: the role of coaching leaders in appraising age-diverse employees
T2  - Human Resource Management
VL  - 56
IS  - 5
AU  - Dello Russo, S.
AU  - Miraglia, M.
AU  - Borgogni, L.
PY  - 2017
SP  - 769-783
SN  - 0090-4848
DO  - 10.1002/hrm.21799
UR  - http://onlinelibrary.wiley.com/doi/10.1002/hrm.21799/abstract
AB  - We examined whether a supervisor’s coaching leadership style predicts the perception of organizational politics in performance appraisal (OPPA) reported by the collaborators. Additionally, we drew on social cognition and motivational lifespan development theories to hypothesize age-related differences in perceived OPPA and its link with the coaching leadership style. Using hierarchical linear modeling (HLM) on a sample of 576 employees and 112 leaders, we found that coaching leaders are perceived as less manipulative in their performance ratings, especially by older employees. This paper includes a discussion of the implications these results have for performance management of an age-diverse workforce.
ER  -