Appendix of Sources |
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xi | |
Editors' Introduction: An Introduction to the Psychology of Leadership |
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xxiii | |
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Volume I Leadership as Individuality -- Attributes and Actions |
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1 Do Leaders Matter? National Leadership and Growth since World War II |
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1 | (26) |
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2 What We Know about Leadership: Effectiveness and Personality |
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27 | (24) |
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3 Leadership: Do Traits Matter? |
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51 | (16) |
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4 Trait-based Perspectives of Leadership |
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67 | (22) |
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5 Personal Factors Associated with Leadership: A Survey of the Literature |
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89 | (36) |
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6 A Review of the Relationships between Personality and Performance in Small Groups |
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125 | (34) |
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7 The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory |
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159 | (24) |
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8 Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings |
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183 | (14) |
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9 The Description of Supervisory Behavior |
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197 | (8) |
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10 Interpersonal Values, Leadership Attitudes, and Managerial "Success" |
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205 | (14) |
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11 The Forgotten Ones? The Validity of Consideration and Initiating Structure in Leadership Research |
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219 | (32) |
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12 Consideration and Initiating Structure: An Experimental Investigation of Leadership Traits |
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251 | (24) |
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13 A Path Goal Theory of Leader Effectiveness |
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275 | (26) |
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14 Intelligence and Leadership: A Quantitative Review and Test of Theoretical Propositions |
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301 | (24) |
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15 The Person versus the Situation in Leadership |
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325 | (26) |
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16 Does Leadership Need Emotional Intelligence? |
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351 | (32) |
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17 Predicting Organizational Effectiveness with a Four-Factor Theory of Leadership |
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383 | (22) |
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18 Using the Myers-Briggs Type Indicator as a Tool for Leadership Development? Apply with Caution |
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405 | |
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Volume II Leadership as Person-Situation Fit -- Context and Contingency |
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19 Toward a Contingency Theory of Leadership Based upon the Consideration and Initiating Structure Literature |
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1 | (20) |
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20 Moderator Variables in Leadership Research |
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21 | (18) |
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21 An Interactional View of the Emergence of Leadership |
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39 | (10) |
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22 Validation and Extension of the Contingency Model of Leadership Effectiveness: A Review of Empirical Findings |
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49 | (28) |
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23 A Meta-Analytic Investigation of Fiedler's Contingency Model of Leadership Effectiveness |
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77 | (20) |
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24 Contingency Model of Leadership Effectiveness: Antecedent and Evidential Results |
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97 | (16) |
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25 The Contingency Model of Leadership Effectiveness: An Evaluation |
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113 | (16) |
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26 Leadership in Boundaryless Organizations: Disposable or Indispensable? |
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129 | (24) |
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27 In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE |
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153 | (34) |
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28 The Forgotten Follower: A Contingency Model of Leadership and Follower Self-Leadership |
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187 | (16) |
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29 Substitutes for Leadership: Their Meaning and Measurement |
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203 | (26) |
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30 Can Leadership Be Taught? Perspectives from Management Educators |
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229 | (18) |
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31 The Effectiveness of Managerial Leadership Development Programs: A Meta-Analysis of Studies from 1982 to 2001 |
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247 | (32) |
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32 Research on Leadership Selection and Training: One View of the Future |
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279 | |
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Volume III Leadership as Followership -- Transaction and Transformation |
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33 The End of Leadership: Exemplary Leadership Is Impossible without Full Inclusion, Initiatives, and Cooperation of Followers |
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1 | (12) |
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34 The Essential Interdependence of Leadership and Followership |
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13 | (8) |
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35 Two Decades of Research and Development in Transformational Leadership |
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21 | (18) |
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36 From Transactional to Transformational Leadership: Learning to Share the Vision |
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39 | (16) |
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37 The Credibility Factor: What Followers Expect from Their Leaders |
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55 | (10) |
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38 A Test of Leadership Categorization Theory: Internal Structure, Information Processing, and Leadership Perceptions |
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65 | (32) |
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39 Transformational and Transactional Leadership and Their Effects on Creativity in Groups |
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97 | (16) |
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40 Conformity, Status, and Idiosyncrasy Credit |
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113 | (14) |
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41 Leader-Member Exchange Model of Leadership: A Critique and Further Development |
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127 | (20) |
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42 Social Exchange in Organizations: Perceived Organizational Support, Leader--Member Exchange, and Employee Reciprocity |
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147 | (16) |
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43 Exploring Work Unit Context and Leader--Member Exchange: A Multi-Level Perspective |
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163 | (32) |
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44 Role of Leadership in the Employee Withdrawal Process |
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195 | (8) |
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45 From Ideal to Real: A Longitudinal Study of the Role of Implicit Leadership Theories on Leader-Member Exchanges and Employee Outcomes |
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203 | (38) |
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46 Follower Behavior and Organizational Performance: The Impact of Transformational Leaders |
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241 | (16) |
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47 An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories |
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257 | (24) |
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48 The Two Faces of Transformational Leadership: Empowerment and Dependency |
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281 | |
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Volume IV Leadership as Myth -- Politics and Prejudice |
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49 The Fallacy of Misplaced Leadership |
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1 | (22) |
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50 Role Congruity Theory of Prejudice toward Female Leaders |
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23 | (56) |
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51 Managers Doing Leadership: The Extra-Ordinarization of the Mundane |
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79 | (22) |
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52 Leadership: An Alienating Social Myth? |
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101 | (16) |
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53 The Romance of Leadership |
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117 | (30) |
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54 All Things to All People? Perceptions, Attributions, and Constructions of Leadership |
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147 | (22) |
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55 The Ambiguity of Leadership |
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169 | (14) |
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56 How Can We Train Leaders If We Do Not Know What Leadership Is? |
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183 | (20) |
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57 Inspecting the Emperor's Clothes: Evidence That Random Selection of Leaders Can Enhance Group Performance |
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203 | (26) |
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58 The Challenges of Leadership in the Modern World |
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229 | (8) |
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59 The Great Disappearing Act: Difficulties in Doing "Leadership" |
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237 | (26) |
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60 Gender, Hierarchy, and Leadership: An Introduction |
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263 | (8) |
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61 The Glass Cliff: Exploring the Dynamics Surrounding the Appointment of Women to Precarious Leadership Positions |
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271 | (36) |
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62 The Good, the Bad and the Ugly: Leadership and Narcissism |
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307 | (16) |
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63 Destructive Leadership Behaviour: A Definition and Conceptual Model |
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323 | (18) |
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64 Leadership Ethics: Mapping the Territory |
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341 | |
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Volume V Leadership as Group Process -- Identity and Influence |
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65 Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group Performance |
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1 | (30) |
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66 Social Identity and the Romance of Leadership: The Importance of Being Seen to Be 'Doing It for Us' |
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31 | (20) |
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67 Social Identity and the Dynamics of Leadership: Leaders and Followers as Collaborative Agents in the Transformation of Social Reality |
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51 | (28) |
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68 A Special Gift We Bestow on You for Being Representative of Us: Considering Leader Charisma from a Self-Categorization Perspective |
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79 | (22) |
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69 When and Why Leaders Put Themselves First: Leader Behaviour in Resource Allocations as a Function of Feeling Entitled |
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101 | (14) |
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70 Separating Leadership from Leaders: An Assessment of the Effect of Leader and Follower Roles in Organizations |
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115 | (20) |
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71 A Social Identity Theory of Leadership |
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135 | (32) |
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72 A Social Identity Analysis of Leadership Endorsement: The Effects of Leader Ingroup Prototypicality and Distributive Intergroup Fairness |
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167 | (20) |
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73 Leaders and Their Treatment of Subgroups: Implications for Evaluations of the Leader and the Superordinate Group |
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187 | (20) |
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74 Being Attuned to Intergroup Differences in Mergers: The Role of Aligned Leaders for Low-Status Groups |
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207 | (14) |
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75 The Link between Leadership and Followership: How Affirming Social Identity Translates Vision into Action |
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221 | (20) |
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76 Threatened Leadership and Intergroup Competition |
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241 | (14) |
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77 "License to Fail": Goal Definition, Leader Group Prototypicality, and Perceptions of Leadership Effectiveness after Leader Failure |
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255 | (40) |
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78 Influence of Voice on Satisfaction with Leaders: Exploring the Meaning of Process Control |
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295 | (14) |
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79 Social Identity, Self-Categorization, and Leadership: A Field Study of Small Interactive Groups |
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309 | (20) |
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80 Self-category Constructions in Political Rhetoric; An Analysis of Thatcher's and Kinnock's Speeches Concerning the British Miners' Strike (1984--5) |
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329 | |
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