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Susan Geertshuis
University of Auckland
21Publications
5H-index
79Citations
Publications 21
Newest
Published in Studies in Higher Education 2.85
Qian Liu (University of Otago), Susan Geertshuis5
Estimated H-index: 5
(University of Auckland)
ABSTRACTUniversities implement Learning Management Systems (LMSs) with the aspiration of improving educational practice. However, LMS adoption by academics within universities vary and frequently f...
Published on Oct 31, 2018in Active Learning in Higher Education 2.29
Susan Geertshuis5
Estimated H-index: 5
(University of Auckland)
Few studies have assessed the particular relationships between students’ emotional well-being, both positive and negative and their learning. This study followed a cohort of mature students through their first semester at university. Four dimensions of emotional well-being were captured (enthusiasm, contentment, anxiety and depression) at three points in time during the semester. In addition, at the end of the semester, assessments were made of learning behaviours, affect and academic achievemen...
Published on Jan 1, 2016
Qian Liu , Susan Geertshuis5
Estimated H-index: 5
(University of Auckland)
Susan Geertshuis5
Estimated H-index: 5
(University of Auckland),
Rachel L. Morrison8
Estimated H-index: 8
(AUT: Auckland University of Technology),
Helena D. Cooper-Thomas14
Estimated H-index: 14
(University of Auckland)
The quality of relationships between supervisors and their subordinates has been found to be predictive of subordinate performance. A number of explanatory mechanisms have been proposed, and the frequency and nature of dyadic communication have been posited as contributory. To further explore this potential mechanism, the authors tested the hypothesis that upward influencing communications mediate the relationship between relationship quality, as measured by leader-member exchange (LMX), and sup...
Susan Geertshuis5
Estimated H-index: 5
,
Moon Jung1
Estimated H-index: 1
,
Helena D. Cooper-Thomas7
Estimated H-index: 7
Proactivity is important to individual success, particularly where individuals face significant obstacles and where formal support may be lacking or difficult to access. The study tracks mature students over a one-semester university preparation course designed for returners to learning. Measures of proactivity included proactive personality, confidence to perform proactive learning behaviors and frequency of proactive behaviors. While measures of proactive personality remained relatively stable...
Published on Oct 16, 2013
Susan Geertshuis5
Estimated H-index: 5
,
Rachel L. Morrison8
Estimated H-index: 8
,
Helena D. Cooper-Thomas7
Estimated H-index: 7
Published on Sep 11, 2013
Rachel L. Morrison8
Estimated H-index: 8
,
Helena D. Cooper-Thomas7
Estimated H-index: 7
,
Susan Geertshuis5
Estimated H-index: 5
Published on Aug 1, 2013in Journal of Applied Social Psychology 1.55
Susan Geertshuis5
Estimated H-index: 5
(SPbU: Saint Petersburg State University),
Helena D. Cooper-Thomas7
Estimated H-index: 7
(University of Auckland),
Mnthali Price2
Estimated H-index: 2
(University of Auckland)
This study considers subordinate upward influencing as a proactive behavior and applies this lens to an investigation into the contributions of appraisals of self and situation in predicting tactic choice. One hundred seventy-eight employees assessed the frequency with which they used influencing tactics in interactions with their direct line manager. The results indicated that favorable appraisals of self were associated with increased use of rationality and unfavorable appraisal of situation w...
Published on Jan 1, 2013
Susan Geertshuis5
Estimated H-index: 5
(University of Auckland),
Rachel L. Morrison8
Estimated H-index: 8
(AUT: Auckland University of Technology),
Helena D. Cooper-Thomas7
Estimated H-index: 7
(University of Auckland)
Naomi was recruited to restructure the administrative systems within a company- Her new’ line manager provided Naomi with the company’s vision lor how this should be done and provided her view on the system that would bring about the desired efficiency gains- Naomi’s manager did not have a background in administration but had been in the company for many years and so knew everyone and was an experienced user of the old systems. Over a period of months Naomi and her manager got to know each other...
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