Psychology 992
Management 912
Seminar in Leadership
Spring 2012
Professors
Dr. John M. Schaubroeck
317 Psychology/455 North Business Complex
(517) 974-5933
schaubroeck@bus.msu.edu
Dr. Frederick P. Morgeson
N431 North Business Complex
(517) 432-3520
morgeson@msu.edu
Class Meetings
Wednesday, 12:40-3:30
325 Psychology Building
Objectives
This course is intended for students to learn about theories, methods, and issues in leadership
research. It is a Ph.D. level course designed for individuals interested in a research career in
organizational psychology, human resource management, or organizational behavior.
The objectives of the course are to…
 understand the primary theories and theoretical issues in each major leadership area;
 learn the primary research methods and methodological issues associated with leadership
research;
 develop specific ideas for research projects in one or more major leadership areas;
 write a paper that can be developed into a study or submission for publication at a top-tier
journal;
 understand how to lead discussion about research papers and topics.
Plan for the Course
The course is co-taught by Drs. Morgeson and Schaubroeck and will be conducted in a seminar
style. As such, the class will not involve traditional lectures, but instead will involve interactive
discussions of the research literature. Students should be prepared for extensive participation.
Each week either John or Fred will be formal instructor (see the schedule for who is leading what
topic), whereas individual students will be responsible for leading discussion among their peers
about articles. The major course activities and requirements are described below.
Participation
A different topic area will be covered each week in class. Students are expected to read a number
of articles and be prepared to participate in a discussion of the topic. Students should come to
class with copies of the articles, either a hard or an electronic copy. Articles read in any given
week may include review and theoretical articles but will consist mostly of empirical research.
To prepare yourself for each class discussion, we recommend that you read the review or
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theoretical articles first to get an overall view on the area. Then, as you read the other articles,
think about the extent to which they advance this particular area of study.
As with most doctoral seminars, the quality of the course will be dictated substantially by the
preparedness of the participants. Therefore, students are expected to read ALL assigned articles
prior to class, attend class, and actively contribute to in-class discussions. In-class contributions
should demonstrate your knowledge and integration of the assigned readings, building on
responses of others, and offering critical, but respectful, analysis of others’ comments. Quality
participation reflects not simply the frequency of one’s class contributions, but also: (1) their
quality (ability to “speak from the research literature”; ability to advance or sharpen in-class
discussion; use of logic, precision, and evidence in making arguments; and going beyond the “I
feel” or “I liked it” level of introspection); and (2) the professionalism of your conduct
(attendance, punctuality, preparedness, respecting class members and their contributions, and
refraining from conduct that is distracting). In preparing for class discussion, you might want to
ask yourself some of the following questions (see also “Structured Article Review and
Discussion Guidelines” after the course schedule below):
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What gaps in the research does this article fill?
What are the interesting research questions in this area of research?
What are the conceptual and methodological strengths and weaknesses of the article?
How would you solve the weaknesses?
How does this article fit in with other articles on the topic (identify the common themes)?
What future research would you conduct on this topic?
Discussion Leadership Roles
Each week a particular student is assigned to lead the discussion about the articles. The
discussion leader is responsible for the overall quality of the conversation during the class. The
instructor will help guide the discussion as needed, and provide key background or context for a
given research area. Some suggestions for leading discussion include:
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Have a pre-prepared list of discussion questions, but also be ready to deviate from these if
they do not generate useful discussion or a different question(s) appear to be more useful.
First ensure that everyone is “on the same page” about what the key research question is,
basic theoretical framework, and key findings.
Try to develop discussion questions that generate discussion and learning. These questions
should be thoughtful, based on the readings, and focused upon achieving a deeper
understanding of the topic.
Discussion questions could also be methodological reflections about a study or potential
future research on a given topic.
Try to prepare questions that are neither too specific (“What does this word on the second
page, third paragraph mean?”), too general (“Is culture important to understanding
leadership?”), or the kind that stumps everyone, including the instructor (“Would the findings
have been different if this study had been conducted in Brazil rather than Indiana?”).
In the course of discussion, always speak from the research literature rather than personal
experience.
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If a class member is not participating, or if discussion is not well balanced among members,
seek to draw the less active individuals in by directing questions at him/her.
Related to the above, maintain a gate-keeping function. That is, do not lose control of the
discussion or allow specific individuals to dominate.
Assume primary leadership of the discussion instead of relying on the instructor.
Carefully manage time to permit full discussion of each article
See “Structured Article Review and Discussion Guidelines” below for examples of specific
questions that may help move discussion forward.
The class will conclude with an after-action review session that will be led by the instructor. The
purpose of this review is so we can reflect on the discussion process for that day, including its
leadership, the omission of important topics and/or over-emphasis on particular topics, and
general areas of strength.
Assigning discussion leaders to sessions will be done during Week 1. As you are responsible for
the session you have been assigned, you will need to find a substitute if you will miss the class
session for any reason. Missing a class for which you are assigned as discussion leader without
obtaining another student’s approval to substitute for you would be a serious breach of class
participation. Before accepting to substitute for another student as discussion leader, bear in
mind that there will be no special allowances for substitute’s briefer period of preparation.
Exam
There will be an examination administered approximately at the middle of the term. It will
consist of essay questions that relate directly to the readings assigned to that point. It may be
helpful if you have read supplementary articles as well, but you should be able to generate a solid
answer to questions based on the assigned readings and discussion up to that point. If material
does not arise during class discussion, you will still be responsible for it on the exam. The
questions will be open to students on Angel on March 14 at 12:40 PM. You are to email your
answers to Fred and John before 3:30 PM on that day. Although you can complete the exam in
any location, we recommend that you complete it where there is reliable internet access (e.g.,
your office of the library).
Research Paper
You will be required to write one major research paper. There are two options you can follow in
writing this paper. (You choose one of the two.) The first is a proposal for an empirical paper and
the second is a theoretical/conceptual paper. The paper can be on any leadership-related topic,
even if that topic is not covered in class. You will need to get approval of your paper topic from
John and Fred; email them a brief description of your topic before March 7. The papers will be
presented in class.
If you decide to write a proposal for an empirical paper, the paper should be written as if you
were writing an empirical paper for the Journal of Applied Psychology or Academy of
Management Journal. This would include an Introduction (with hypotheses), Method, and
Results. Because you are not collecting data, the Method would not include a sample description
but would include a description of the (potential) research design and measures you intend to use
to test the hypotheses. In addition, the Results would not include any analyses, but you should
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briefly describe or indicate how you would test your hypotheses and how you would determine
whether your hypotheses were supported. If you decide to write a theoretical/conceptual paper,
the paper should involve the development of a new model, theory, or conceptual framework
similar to articles found in Academy of Management Review or Psychological Review.
The intent of the paper is to immerse you in a leadership topic of your choice and provide you
with a paper that can be submitted to the SIOP/Academy of Management meetings and
ultimately to a journal. As a guideline, think 25-30 double-spaced pages (excluding references
and any tables or figures) using a 12-point font. Follow the formatting standards of the
Publication Manual of the American Psychological Association (6th Edition) or the Academy of
Management (http://journals.aomonline.org/amj/style_guide.pdf or
http://journals.aomonline.org/amr/AMRstyleguide.pdf).
One week before the due date of the paper, each student is expected to present his/her paper to
the class. Each student is allotted 20 minutes to present his/her paper. The presentation will be
followed by a brief Q&A. We suggest that you prepare handouts. However, if you plan to
present using PowerPoint or some other video medium, you are responsible for arranging the
accessibility of the technology.
Grading
Grading will be accomplished using the following formula:
40% In-class participation
30% Exam
30% Research paper/presentation
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Course Schedule
Date
January 11
January 18
January 25
February 1
February 8
February 15
February 22
February 29
March 7
March 14
March 21
March 28
April 4
April 11
April 18
April 25
May 2
Topic
Introduction
Publishing and writing
Cognitive processes/social influence
Leadership in context
Trait and behavioral approaches
Relationship and exchange
Transformational and charismatic
approaches
Leadership and teams
Spring break
Exam
Abusive/destructive leadership
Executive/strategic leadership
Ethical leadership
Leadership development
Presentation of papers
No class (SIOP conference)
No class (Research paper due)
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Discussion Leader
John
Fred
to be determined (TBD) Jan. 11
TBD
TBD
TBD
Prof.
John
Fred
John
Fred
John
Fred
TBD
John
TBD
Fred
TBD
TBD
TBD
TBD
Fred/John
John
Fred
John
Fred
Fred/John
Structured Article Review and Discussion Guidelines
Empirical Articles
Introduction
 What theoretical models were used?
 Were hypotheses well developed and justified?
 Did author(s) demonstrate understanding of literature?
 How could the introduction have been improved?
Method
 What was the sample and research design? Were they appropriate?
 Was there adequate statistical power? Calculate if not provided.
 Measurement: Reliability of measures, avoidance of common method bias, independence of measures, use of
standard measures?
 Experimental design: What was it? Threats to internal validity?
 Procedures: Do we know what was done and could we replicate it?
Results
 Were appropriate statistics used? Could a simpler method have been used?
 What were the results? Do the reported results actually support the hypotheses (your judgment, not the authors).
 Were hypotheses actually tested?
Discussion
 What contribution does the paper make?
 What is the future research that needs to be conducted (in your estimation)?
Review/Conceptual Articles
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Are all relevant theories or range of theories used? Is a large and diverse literature summarized?
Are the boundary conditions of the theories acknowledged?
Is theory and argumentation internally consistent?
Is the model based on the research literature?
Are diverse findings from multiple literatures reviewed?
Is the paper parsimonious?
What are the major elements of the model/review?
Is the literature analyzed critically?
Does the review/model go beyond previous work in the area?
Does the review/model provide new insight, call attention to a new problem, suggest new solutions, or
otherwise add value to current thinking?
Does the review/model go beyond simply applying theory, and improves existing theory in some manner?
Were propositions, guidelines, hypotheses, trends, or questions for future research developed?
How would you improve the model or review?
What (specific) research should be conducted?
How does the model/review fit into the other articles read this week?
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Notes
This is not a comprehensive list.
Consult Campion’s (1993) article review checklist for a more complete set of criteria.
The specific set of questions that apply to a given article will vary depending on the study.
You should be able to answer the questions and explain your answers.
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Background Readings
The following books are recommended (but not required) background readings or source
materials that students should consider acquiring.
Schmitt, N. W., & Klimoski, R. J. (1991). Research methods in human resources management.
Cincinnati, OH: South-Western.
 This book provides a basic level of knowledge in research methods for those students
without previous course work. It is also a good refresher and reference document.
Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied multiple regression/correlation
analysis for the behavioral sciences (3rd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
 This is an essential resource for understanding all manner of statistical issues. If you do not
have this book, you should get it.
American Psychological Association. (2010). Publication manual of the American Psychological
Association (6th ed.). Washington, DC: Author.
 This is an essential reference document, even if you plan to publish outside of psychology
journals. It is recommended that you buy a copy of this book.
Strunk, W., & White, E. B. (2000). The elements of style (4th ed.). New York, NY: Allyn &
Bacon.
 This is also a valuable reference document. Even if you have read it previously, it is still
advisable to read it again for this course.
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Introduction (John)
1. DeRue, D.S. (2011). Adaptive leadership theory: Leading and following as a
complex adaptive process. Research in Organizational Behavior, 31, 125-150.
2. Hiller, N. J., DeChurch, L. A., Murase, T., Doty, D. (2011). Searching for outcomes of
leadership: A 25-year review. Journal of Management, 37, 1137-1177.
Supplemental Readings:
Avolio, B. J., Reichard, R. J., Hannah, S., Walumbwa, F. O., & Chan, A. (2009). A meta-analytic
review of leadership impact research: Experimental and quasi-experimental studies. The
Leadership Quarterly, 20, 764-784.
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research,
and future directions. Annual Review of Psychology, 60, 421–449.
Day, D. V., & Lord, R. G. (1988). Executive leadership and organizational performance:
Suggestions for a new theory and methodology. Journal of Management, 14, 453-464.
Hunt, J. G., & Dodge, G. E. (2000). Leadership deja vu all over again. The Leadership
Quarterly, 11, 435-459.
Miller, D. (1993). Some organizational consequences of CEO succession. Academy of
Management Journal, 36, 644-659.
Pitcher, P., Chreim, S., & Kisfalvi, V. (2000). CEO succession research: Methodological bridges
over troubled waters. Strategic Management Journal, 21, 625-648
Smith, J. E., Carson, K. P., & Alexander, R. A. (1984). Leadership: It can make a difference.
Academy of Management Journal, 27, 765-776.
Waldman, D. A., Ramirez, G. A., House, R. J., & Puranam, P. (2001). Does leadership matter?
CEO leadership attributes and profitability under conditions of perceived environmental
uncertainty. Academy of Management Journal, 44, 134–143.
Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of
Management, 15, 251-289.
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Publishing and Writing (Fred)
1. Campion, M. A. (1993). Article review checklist: A criterion checklist for reviewing research
articles in applied psychology. Personnel Psychology, 46, 705-718.
2. Bem, D. J. (2003). Writing the empirical journal article. In J. M. Darley, M. P. Zanna, & H.
L. Roediger (Eds.), The compleat academic: A career guide (2nd ed., pp. 185-219).
Washington, DC: American Psychological Association.
3. Schneider, B. (1995). Some propositions about getting research published. In L. L.
Cummings & P. J. Frost (Eds.), Publishing in the organizational sciences (2nd ed., pp. 216226). Thousand Oaks, CA: Sage.
4. Daft, R. L. (1995). Why I recommended that your manuscript be rejected and what you can
do about it. In L. L. Cummings & P. J. Frost (Eds.), Publishing in the organizational sciences
(2nd ed., pp. 164-182). Thousand Oaks, CA: Sage.
5. Miller, C. C. (2006). Peer review in the organizational and management sciences: Prevalence
and effects of reviewer hostility, bias, and dissensus. Academy of Management Journal, 49,
425-431.
Supplemental Readings:
Ashford, S. J. (1996). The publishing process: The struggle for meaning. In P. J. Frost & M. S.
Taylor (Eds.), Rhythms of academic life: Personal accounts of careers in academia (pp. 119127). Thousand Oaks, CA: Sage.
Barley, S. R. (2006). When I write my masterpiece: Thoughts on what makes a paper interesting.
Academy of Management Journal, 49, 16-20.
Bem, D. J. (1995). Writing a review article for Psychological Bulletin. Psychological Bulletin,
118, 172-177.
Feldman, D. C. (2004). The devil is in the details: Converting good research into publishable
articles. Journal of Management, 30, 1-6.
Judge, T. A., Cable, D. M., Colbert, A. E., & Rynes, S. L. (2007). What causes a management
article to be cited–article, author, or journal? Academy of Management Journal, 50, 491-506.
Kacmar, K. M. (2009). From the editors: An ethical quiz. Academy of Management Journal, 52,
432-434.
Murphy, K. R. (1996). Getting published. In P. J. Frost & M. S. Taylor (Eds.), Rhythms of
academic life: Personal accounts of careers in academia (pp. 129-134). Thousand Oaks, CA:
Sage.
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Schwab, D. P. (1985). Reviewing empirically based manuscripts: Perspectives on process. In L.
L. Cummings & P. J. Frost (Eds.), Publishing in the organizational sciences (pp. 171-181).
Homewood, IL: Richard D. Irwin, Inc.
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Cognitive Processes of Followers and Leaders (John)
1. Carton, A.M., & Rosette, A.S. (in press). Explaining bias against Black leaders:
Integrating theory on information processing and goal-based stereotyping. Academy of
Management Journal.
2. Magee, J. C., & Galinsky, A. D. (2008). Social hierarchy: The self-reinforcing nature of
power and status. Academy of Management Annals, 2, 351-398.
3. Sy, T. (2010). What do you think of followers? Examining the content, structure, and
consequences of implicit followership theories. Organizational Behavior & Human
Decision Processes, 113, 73-84.
4. Schaubroeck, J., & Shao, T. (2011). The role of attribution in how followers respond to the
emotional expression of male and female leaders. The Leadership Quarterly, in press.
Assigned article with no discussion leadership:
5. Bligh, M.C., Kohles, J.C., & Pillai, R. (2011). Romancing leadership: Past, present, and
future. The Leadership Quarterly, 22, 1058-1077.
Supplemental Readings:
Leader Attribution
Fedor, D. B., & Rowland, K. M. (1989). Investigating supervisor attributions of subordinate
performance. Journal of Management, 15, 405-416.
Green, S., & Mitchell, T. (l979). Attributional processes of leaders in leader-member
interactions. Organizational Behavior and Human Performance, 23, 429-458.
Mitchell, T., Green, S., & Wood, R. (1981). An attributional model of leadership and the poor
performing subordinate: Development and validation. In B. M. Staw and L. Cummings (Eds.),
Research in organizational behavior, Greenwich, CT: JAI Press. [not in Angel]
Konst, D., Vonk, R., & Van der vlist, R. (1999). Inferences about causes and consequences of
behavior of leaders and subordinates. Journal of Organizational Behavior, 20, 261-271.
Martinko, M. J., Harvey, P., & Douglas, S. G. (2007). The role, function, and contribution of
attribution theory to leadership: A review. The Leadership Quarterly, 18, 561–585.
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Emotional Expression
Dasborough, M. T. (2006). Cognitive asymmetry in employee emotional reactions to leadership
behaviors. The Leadership Quarterly, 17, 163-178.
Dasborough, M. T., & Ashkanasy, N. M. (2002). Emotion and attribution of intentionality in
leader–member relationships. The Leadership Quarterly, 13, 615–634.
Dasborough, M. T., Ashkanasy, N. M., Tee, E. Y. J., & Tse, H. H. M. (2009). What goes around
comes around: How meso-level negative emotional contagion can ultimately determine
organizational attitudes toward leaders. The Leadership Quarterly, doi: 10.1016/ j.leaqua. 2009.
04.009.
Hess, U., Senecal, S., Kirouac, G., Herrera, P., Philippot, P., & Kleck, R. E. (2000). Emotional
expressivity in men and women: Stereotypes and self-perceptions. Cognition and Emotion, 14,
609–642.
Lewis, K. M. (2000). When leaders display emotion: How followers respond to negative
emotional expression of male and female leaders. Journal of Organizational Behavior, 21, 221–
234.
Newcombe, M. J., & Ashkanasy, N. M. (2002). The role of affect and affective congruence in
perceptions of leaders: An experimental study. The Leadership Quarterly, 13, 601−614.
Madera, J., & Smith, D. B. (2009). The effects of leader negative emotions on evaluations of
leadership in a crisis situation: The role of anger and sadness. The Leadership Quarterly, 20,
103–114.
Leader Categorization Processes
Den Hartog, D., House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A., Dorfman, P. W., & GLOBE
(1999). Culture-specific and cross-culturally generalizable implicit leadership theories: Are
attributes of charismatic/transformational leadership universally endorsed? The Leadership
Quarterly, 10, 219−256.
Dorfman, P. W., Hanges, P. J., & Brodbeck, F. C. (2004). Leadership and cultural variation: The
identification of culturally endorsed leadership profiles. In R.J. House et al., Culture, Leadership,
and Organizations (Chapter 21). Thousand Oaks, CA: Sage.
Foti, R. J., & Lord, R. G. (1987). Prototypes and scripts: The effects of alternative methods of
processing information on rating accuracy. Organizational Behavior and Human Decision
Processes, 39, 318-340.
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Ensari, N., & Murphy, S. E. (2003). Cross-cultural variations in leadership perceptions and
attribution of charisma to the leader. Organizational Behavior and Human Decision Processes,
92, 52–66.
Giessner, S. R., & van Knippenberg, D. (2008). “License to Fail”: Goal definition, leader group
prototypicality, and perceptions of leadership effectiveness after leader failure. Organizational
Behavior and Human Decision Processes, 105, 14-35.
Lord, R. G., Binning, J. R., Rush, M. C., & Thomas, J. C. (1978). The effects of performance
cues and leader behavior on questionnaire ratings of leadership behavior. Organizational
Behavior and Human Performance, 21, 27-39.
Lord, R. G., & Brown, D. J. (2001). Leadership, values and subordinate self-concepts. The
Leadership Quarterly, 12, 133-152.
Lord, R. G., Brown, D. J., & Freiberg, S. J. (1999). Understanding the dynamics of leadership:
The role of follower self-concepts in the leader/follower relationship. Organizational Behavior
and Human Decision Processes, 78, 167–203.
Lord, R. G., Brown, D. J., Harvey, J. L., & Hall, R. J. (2001). Contextual constraints on
prototype generation and their multi-level consequences for leadership perceptions. The
Leadership Quarterly, 12, 311–338.
Lord, R. G., & Emrich, C. G. (2001). Thinking outside the box by looking inside the box:
extending the cognitive revolution in leadership. The Leadership Quarterly, 11, 551–579.
Lord, R. G., Foti, R. J., & DeVader, C. L. (1984). A test of leadership categorization theory:
internal structure, information processing, and leadership perceptions. Organizational Behavior
and Human Performance, 34, 343–378.
Lord, R. G., & Hall, R. J. (2005). Identity, deep structure and the development of leadership
skill. The Leadership Quarterly, 16, 591-615.
Ritter, B. A. & Lord, R. G. (2007). The impact of previous leaders on the evaluation of new
leaders: An alternative to prototype matching. Journal of Applied Psychology, 92, 1683-1695.
Power/Social Influence
Anderson, C., & Berdahl, J. L. (2002). The experience of power: Examining the effects
of power on approach and inhibition tendencies. Journal of Personality and Social Psychology,
83, 1362-1377.
Caza, B.B.,Tiedens, L.,& Lee, F.(2011). Power becomes you: The effects of implicit and explicit
power on the self. Organizational Behavior and Human Decision Processes, 114, 15–24.
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Cialdini, R. B., & Goldstein, N. J. (2004). Social influence: Compliance and conformity. Annual
Review of Psychology, 55, 591-621.
Fast, N., Gruenfeld, D. H., Sivanathan, N., & Galinsky, A. D. (2009). Illusory control: The
generative force behind power's far-reaching effects. Psychological Science, 20, 904-911.
Fragale, A.R., Rosen, B., Xu, C., Meredith, R. (2009). The higher they are, the harder they fall:
The effects of wrongdoer status on observer punishment recommendations and intentionality
attributions. Organizational Behavior and Human Decision Processes, 108, 53-65.
French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.),
Studies in social power (pp. 150-167). Ann Arbor, MI: University of Michigan
Press.
Galinsky, A. D., Gruenfeld, D. H., & Magee, J. C. (2003). From power to action.
Journal of Personality and Social Psychology, 85, 453-466.
Galinsky, A. D., Magee, J. C., Gruenfeld, D. H., Whitson, J., & Liljenquist, K. A. (2008). Power
reduces the press of the situation: Implications for creativity, conformity, and dissonance.
Journal of Personality & Social Psychology, 95, 1450-1466.
Galinsky, A. D., Magee, J. C., Inesi, M. E., & Gruenfeld, D. H. (2006). Power and
perspectives not taken. Psychological Science, 17, 1068-1074.
Giessner, S. R., & Schubert, T. W. (2007). High in the hierarchy: How vertical location and
judgments of leaders' power are interrelated. Organizational Behavior and Human Decision
Processes, 104, 30-44.
Goodwin, S. A., Gubin, A., Fiske, S. T., & Yzerbyt, V. Y. (2000). Power can bias
impression processes: Stereotyping subordinates by default and by design. Group
Processes and Intergroup Relations, 3, 227-256.
Gruenfeld, D. H., Inesi, M. E., Magee, J. C., & Galinsky, A. D. (2008). Power and the
objectification of social targets. Journal of Personality and Social Psychology, 95,
111-127.
Keltner, D. J., Gruenfeld, D. H., & Anderson, C. (2003). Power, approach, and inhibition.
Psychological Review, 110, 265-284.
Kotter, J.P. (1977). Power, dependence, and effective management. Harvard Business Review,
July/August, 125-136.
Kipnis, D. (1972). Does power corrupt? Journal of Personality and Social Psychology, 24, 33 41.
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Kipnis, D., & Schmidt, S.M. (1988). Upward influence styles: Relationship with performance
evaluations, salary, and stress. Administrative Science Quarterly, 33, 528-542.
Magee, J. C., & Galinsky, A. D. (2008). Social hierarchy: The self-reinforcing nature of
power and status. Academy of Management Annals, 2, 351-398.
Mechanic, D. (1962). Sources of power of lower participants in complex organizations.
Administrative Science Quarterly, 7, 349-364.
Mintzberg, H. (1983). Power in and around organizations. Englewood Cliffs, NJ: Prentice-Hall.
[not in Angel]
Mossholder, K.W., Bennett, N., Kemery, E.R., & Wesolowski, M.A. (1998). Relationships
between bases of power and work reactions: The mediational role of procedural justice. Journal
of Management, 24, 533-552.
Overbeck, J. R., & Park, B. (2001). When power does not corrupt: Superior individuation
processes among powerful perceivers. Journal of Personality and Social
Psychology, 81, 549-565.
Pfeffer, J., and Fong, C. T. (2005). Building organization theory from first principles: The selfenhancement motive and understanding power and influence. Organization Science, 16, 372–
388.
Rahim, M.A. (1989). Relationships of leader power to compliance and satisfaction with
supervision: Evidence from a national sample of managers. Journal of Management, 15, 545556.
Smith, P. K., Jostmann, N. B., Galinsky, A. D., & van Dijk, W. W. (2008). Lacking
power impairs executive functions. Psychological Science, 19, 441-447.
Smith, P. K., & Trope, Y. (2006). You focus on the forest when you're in charge of the
trees: Power priming and abstract information processing. Journal of Personality
and Social Psychology, 90, 578-596.
Thacker, R.A., & Wayne, S.J. (1995). An examination of the relationship between upward
influence tactics and assessments of promotability, Journal of Management, 21, 739-756.
Tost, L. P., Gino, F., & Larrick, R. (2011). Power, competitiveness and advice taking: Why the
powerful don’t listen. Organizational Behavior and Human Decision Processes, in press.
Vescio, T. K., Snyder, M., & Butz, D. A. (2003). Power in stereotypically masculine
domains: A social influence strategy X stereotype match model. Journal of
Personality and Social Psychology, 85, 1062-1078.
Page 15
Yukl, G., & Tracey, J.B. (1992). Consequences of influence tactics used with subordinates,
peers, and the boss. Journal of Applied Psychology, 77, 525-535.
Romance of Leadership
Meindl, J., & Ehrlich, S. (1987). Romance of leadership and the evaluation of organizational
performance. Academy of Management Journal, 30, 91-109.
Meindl, J. R., Ehrlich, S. B., & Dukerich, J. M. (1985). The romance of leadership.
Administrative Science Quarterly, 30, 78–102.
Pfeffer, J. (1977). The ambiguity of leadership. Academy of Management Review, 2, 104-112.
Stereotyping & Prejudice against Leaders
Duehr, E., & Bono, J. (2006). Men, women and managers: Are stereotypes finally changing?
Personnel Psychology, 59, 815-846.
Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders.
Psychological Review, 109, 573–598.
Hoobler, J., Wayne, S., & Lemmon, G. (2009). Bosses’ perceptions of family–work conflict and
women’s promotability: Glass ceiling effects. Academy of Management Journal, 52, 939-957.
Powell, G. N., Butterfield, D. A., & Parent, J. D. (2002). Gender and managerial stereotypes:
Have the times changed? Journal of Management, 28, 177–193.
Scott, K., & Brown, D. (2006). Female first, leader second? Gender bias in the encoding of
leadership behavior. Organizational Behavior and Human Processes, 101, 230-242.
Page 16
Leadership in Context (Fred)
Context as Determinant of Leadership
1. Porter, L. W., & McLaughlin, G. B. (2006). Leadership and the organizational context: Like the
weather? Leadership Quarterly, 17, 559-576.
2. Dierdorff, E. C., Rubin, R. S., & Morgeson, F. P. (2009). The milieu of managerial work: An
integrative framework linking work context to role requirements. Journal of Applied
Psychology, 94, 972-988.
3. Shin, S. J., Morgeson, F. P., & Campion, M. A. (2007). What you do depends on where you are:
Understanding how domestic and expatriate work requirements depend upon the cultural context.
Journal of International Business Studies, 38, 64-83.
Context as Moderator of Leadership
1. Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and
measurement. Organizational Behavior and Human Performance, 22, 375-403.
2. Venkataramani, V., Green, S. G., & Schleicher, D. J. (2010). Well-connected leaders: The
impact of leaders’ social network ties on LMX and members’ work attitudes. Journal of
Applied Psychology, 95, 1071-1084.
Supplemental Readings:
Dionne, S. D., Yammarino, F. J., Atwater, L. E., & James, L. R. (2002). Neutralizing substitutes
for leadership theory: Leadership effects and common-source bias. Journal of Applied
Psychology, 87, 454-464.
Fiedler, F. E. (1971). Validation and extension of the contingency model of leadership
effectiveness: A review of empirical findings. Psychological Bulletin, 76, 128-148.
Hammer, T. H., & Turk, J. M. (1987). Organizational determinants of leader behavior and authority.
Journal of Applied Psychology, 72, 674-682.
Hannah, S. T., Uhl-Bien, M., Avolio, B. J., & Cavarretta, F. L. (2009). A framework for examining
leadership in extreme contexts. Leadership Quarterly, 20, 897-919.
House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science
Quarterly, 16, 321-339.
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory.
Leadership Quarterly, 7, 323-352.
Page 17
House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of Contemporary
Business, 3, 81-98.
Howell, J. P., Dorfman, P. W., & Kerr, S. (1986). Moderator variables in leadership research.
Academy of Management Review, 11, 88-102.
Osborn, R. N., & Hunt, J. G. (1975). An adaptive-reactive theory of leadership: The role of macro
variables in leadership research. In J. G. Hunt & L. L. Larson (Eds.), Leadership frontiers (pp. 27-44).
Kent, OH: Kent State University Press.
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Meta-analysis of the
relationships between Kerr and Jermier’s substitutes for leadership and employee job attitudes,
role perceptions, and performance. Journal of Applied Psychology, 81, 380-399.
Schriesheim, C. A., Tepper, B. J., & Tetrault, L. A. (1994). Least preferred co-worker score,
situational control, and leadership effectiveness: A meta-analysis of contingency model
performance predictions. Journal of Applied Psychology, 79, 561-573.
Stewart, R. (1982). A model for understanding managerial jobs and behavior. Academy of
Management Review, 7, 7-13.
Strube, M. J., & Garcia, J. E. (1981). A meta-analytical investigation of Fiedler’s contingency
model of leadership effectiveness. Psychological Bulletin, 90, 307-321.
Villa, J. R., Howell, J. P., Dorfman, P. W., & Daniel, D. L. (2003). Problems with detecting
moderators in leadership research using moderated multiple regression. Leadership Quarterly,
14, 3-23.
Page 18
Trait and Behavioral Approaches (John)
1. DeRue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and
behavioral theories of leadership: An integration and meta-analytic test of their relative
validity. Personnel Psychology. 64, 7-52.
2. Grant, A. M., Gino, F., & Hofmann, D. A. (in press). Reversing the extraverted
leadership advantage: The role of employee proactivity. Academy of Management
Journal.
3. Mischel, W., & Shoda, Y. (1995). A cognitive-affective system theory of personality:
Reconceptualizing situations, dispositions, dynamics, and invariance in personality
structure. Psychological Review, 102, 246-268.
4. Zhang, Z., Ilies, R., & Arvey, R. D. (2009). Beyond genetic explanations for leadership:
The moderating role of the social environment. Organizational Behavior and Human
Decision Processes, 110, 118–128.
Assigned article with no discussion leadership:
5. Gooty, J., Connelly, S., Griffith, J., & Gupta, A. (2010). Leadership, affect and emotions:
A state of the science review. The Leadership Quarterly, 21, 979–1004.
Supplemental Readings:
Arvey, R. D., Rotundo, M., Johnson, W., Zhang, Z., & McGue, M. (2006). The determinants of
leadership role occupancy: Genetic and personality factors. The Leadership Quarterly, 17, 1-20.
Atwater, L. E., Roush, P., & Fischthal, A. (1995). The influence of upward feedback on self- and
follower ratings of leadership. Personnel Psychology, 48, 35-60.
Blank, W., Weitzel, J., & Green, S. (1990). A test of the situational leadership theory. Personnel
Psychology, 43, 579-597.
Carmeli, A., Schaubroeck, J., & Tischler, A. (2011). How CEO empowering leadership
shapes top management team processes: Implications for firm performance. The Leadership
Quarterly, 22, 399-411.
Chatterjee, A., & Hambrick, D. C. (2007). “It’s all about me”: Narcissistic chief executive
officers and their effects on company strategy and performance. Administrative Science
Quarterly, 52, 351-386.
Page 19
Crouch, A. G., & Yetton, P. (1987). Manager behavior, leadership style, and subordinate
performance: An empirical extension of the Vroom-Yetton conflict rule. Organizational
Behavior and Human Decision Process, 19, 384-396.
DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of
leadership identity construction in organizations. Academy of Management Review, 35, 627–647.
Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice. Academy of
Management Journal, 50, 869–884.
Fleishman, E. A. (1998). Patterns of leadership behavior related to employee grievances and
turnover: Some post hoc reflections. Personnel Psychology, 51, 825–834.
Gao, L., Janssen, O., & Shi, K. (2011). Leader trust and employee voice: The moderating role of
empowering leader behaviors. The Leadership Quarterly, 22, 787-798.
Heilman, M. E., & Chen, J. J. (2005). Same behavior, different consequences: Reactions to
men’s and women’s altruistic citizenship behavior. Journal of Applied Psychology, 90, 431–441.
Hirak, R., Peng, A.C., Carmeli, A., & Schaubroeck, J. (2012). Linking leader inclusiveness to
work unit performance: The importance of psychological safety and learning from failures. The
Leadership Quarterly, forthcoming.
Jago, A. G., & Vroom, V. H. (1980). An evaluation of two alternatives to the Vroom/Yetton
normative model. Academy of Management Journal, 23, 347-355.
Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. (2002). Personality and leadership: A
qualitative and quantitative review. Journal of Applied Psychology, 87, 765-780.
Judge, T. A., Colbert, A., & Ilies, R. (2004). Intelligence and leadership: A quantitative
review and test of theoretical propositions. Journal of Applied Psychology, 89, 542–
552.
Judge, T. A., Piccolo, R. F. Kosalka, T. (2009). The bright and dark sides of leader traits: A
review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20. 855875.
Kellett, J. B., Humphrey, R. H., & Sleeth, R. G. (2006). Empathy and the emergence of task and
relations leaders. The Leadership Quarterly, 17, 146-162.
Kurke, L. B., & Aldrich, H. E. (1983). Mintzberg was right!: A replication and extension of ‘The
Nature of Managerial Work’. Management Science, 29, 975-984.
Li, W.D., Arvey, R.D.., Zhang, Z., & Song, Z. (2011). Do leadership role occupancy and
transformational leadership share the same genetic and environmental influences? The
Leadership Quarterly, in press. doi:10.1016/j.leaqua.2011.08.007
Page 20
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development
of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19, 161177.
Mintzberg, H. (1973/1986). The nature of managerial work. New York: Harper and Row. [not in
Angel]
Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B., & Roberts, J. A. (2008).
Regulatory focus as a mediator of the influence of initiating structure and servant leadership on
employee behavior. Journal of Applied Psychology 93, 1220–1233.
Ng, K. Y., Ang, S., & Chan, K. Y. (2008). Personality and leader effectiveness: A moderated
mediation model of leadership self-efficacy, job demands, and job autonomy. Journal of Applied
Psychology, 93, 733-743.
Peterson, S. J., Walumbwa, F. O., Byron, K., & Myrowitz, J. (2009). CEO positive psychological
traits, transformational leadership, and firm performance in high technology start-up and
established firms. Journal of Management, 35, 348-368.
Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & MacKenzie, S. B. (2006). Relationships
between leader reward and punishment behavior and subordinate attitudes, perceptions, and
behaviors: A meta-analytic review of existing and new research. Organizational Behavior and
Human Decision Processes, 99, 113–142.
Podsakoff, P. M., Mackenzie, S. B., Ahearne, M., & Bommer, W. H. (1995). Searching for a
needle in a haystack: Trying to identify the illusive moderators of leadership behaviors. Journal
of Management, 21, 422-470.
Podsakoff, P. M., Niehoff, B. P., MacKenzie, S. B. & Williams, M. L. (1993). Do substitutes for
leadership really substitute for leadership? An empirical examination of Kerr and Jermier's
situational leadership model. Organizational Behavior and Human Decision Processes, 54, 1-44.
Podsakoff, P. M., Todor, W. D., & Skov, R. (1982). Effects of leader performance contingent
and non-contingent reward and punishment behaviors on subordinate performance and
satisfaction. Academy of Management Journal, 25, 812–821.
Rajah, R., Song, Z., & Arvey, R.D. (2011). Emotionality and leadership: Taking stock of the past
decade of research. The Leadership Quarterly, 22, 1107-1119.
Rubin, R. S., Bommer, W. H., & Bachrach, D.G. (2010). Operant leadership and employee
citizenship: A question of trust? The Leadership Quarterly, 21, 400-408.
Schaubroeck, J., Lam, S.S.K., & Peng, A.C. (2011). Cognition-based and affect-based trust as
mediators of leader behavior influences on team performance. Journal of Applied Psychology,
96, 863-871.
Page 21
Schriesheim, J. S., & Schriesheim, C. A. (1980). A test of the path-goal theory of leadership and
some directions for further research. Personnel Psychology, 33, 349-370.
Spence, J. T. (1993). Gender-related traits and gender ideology: Evidence for a multifactorial
theory. Journal of Personality and Social Psychology, 64, 624-635.
Van Iddekinge, C.H., Ferris G.R., Heffner T.S. (2009). Test of a multistage model of distal
and proximal antecedents of leader performance. Personnel Psychology, 62, 463–495.
Vecchio, R., Justin, J., & Pearce, C. (2010). Empowering leadership: An examination of
mediating mechanisms within a hierarchical structure. The Leadership Quarterly, 21, 530–542.
Walumbwa, F.O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice
climate, service climate, employee attitudes, and organizational citizenship behavior: Cross-level
investigation. Journal of Applied Psychology, 95, 517-529.
Weiss, H. M., & Adler, S. (1984). Personality and organizational behavior. Research in
Organizational Behavior, 6, 1-50. [not in Angel]
Zaccaro, S. J., Mumford, M. D., Connelly, M. S., Marks, M. A., Gilbert, J. A., & Threlfall, V.
(2000). The assessment of leader problem-solving capabilities. The Leadership Quarterly, 11,
37–64.
Zhang, X., & Bartol, K. (2010). Linking empowering leadership and employee creativity: The
influence of psychological empowerment, intrinsic motivation, and creative process engagement.
Academy of Management Journal, 53, 107–128.
Page 22
Relationship and Exchange (Fred)
1. Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. In L. L.
Cummings & B. M. Staw (Eds.), Research in organizational behavior (Vol. 9, pp. 175-208).
Greenwich, CT: JAI Press.
2. Liao, H., Liu, D., & Loi, R. (2010). Looking at both sides of the social exchange coin: A
social cognitive perspective on the joint effects of relationship quality and differentiation on
creativity. Academy of Management Journal, 53, 1090-1109.
3. Walumbwa, F. O., Cropanzano, R., & Goldman, B. M. (2011). How leader-member
exchange influences effective work behaviors: Social exchange and internal-external efficacy
perspectives. Personnel Psychology, 64, 739-770.
4. Nahrgang, J. D., Morgeson, F. P., & Ilies, R. (2009). The development of leader-member
exchanges: Exploring how personality and performance influence leader and member
relationships over time. Organizational Behavior and Human Decision Processes, 108, 256266.
5. Hofmann, D. A., Morgeson, F. P., & Gerras, S. J. (2003). Climate as a moderator of the
relationship between leader-member exchange and content specific citizenship: Safety
climate as an exemplar. Journal of Applied Psychology, 88, 170-178.
Assigned article with no discussion leadership:
6. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership:
Development of leader-member exchange (LMX) theory of leadership over 25 years:
Applying a multi-level multi-domain perspective. Leadership Quarterly, 6, 219-247.
Supplemental Readings:
Bauer, T. N., & Green, S. G. (1996). Development of leader-member exchange: A longitudinal
test. Academy of Management Journal, 39, 1538-1567.
Bauer, T. N., Erdogan, B., Liden, R. C., & Wayne, S. J. (2006). A longitudinal study of the
moderating role of extraversion: Leader–member exchange, performance, and turnover during
new executive development. Journal of Applied Psychology, 91, 298–310.
Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership
within formal organizations. Organizational Behavior and Human Performance, 13, 46-78.
Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A
critique and further development. Academy of Management Review, 11, 618-634.
Erdogan, B., & Bauer, T. N. (2010). Differentiated leader-member exchanges: The buffering role
of justice climate. Journal of Applied Psychology, 95, 1104-1120.
Page 23
Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory:
Correlates and construct issues. Journal of Applied Psychology, 82, 827-844.
Ilies, R, Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship
behaviors: A meta-analysis. Journal of Applied Psychology, 92, 269-277.
Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An
empirical assessment through scale development. Journal of Management, 24, 43-72.
Ozer, M. (2008). Personal and task-related moderators of leader-member exchange among
software developers. Journal of Applied Psychology, 93, 1174-1182.
Schriesheim, C. A., Neider, L. L., & Scandura, T. A. (1998). Delegation and leader-member
exchange: Main effects, moderators, and measurement issues. Academy of Management Journal,
41, 298-318.
Sin, H. P., Nahrgang, J. D., & Morgeson, F. P. (2009). Understanding why they don’t see eye to
eye: An examination of leader-member exchange (LMX) agreement. Journal of Applied
Psychology, 94, 1048-1057.
Sparrowe, R. T., & Liden, R. C. (1997). Process and structure in leader-member exchange.
Academy of Management Review, 22, 522-552.
Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership
and organizing. The Leadership Quarterly, 17, 654-676.
Page 24
Transformational and Charismatic Approaches (John)
1. Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational
leadership on follower development and performance: A field experiment. Academy of
Management Journal, 45, 735–744.
2. Fu, P. P., Tsui, A. S., Liu, J., & Li, L. (2009). Pursuit of whose happiness? Executive
leaders' transformational behaviors and personal values. Administrative Science
Quarterly, 55, 222-254.
3. Schaubroeck, J., Lam, S. S. K., & Cha, S. E. (2007). Embracing transformational
leadership: Team values and the relationship between leader behavior and team
performance. Journal of Applied Psychology, 92, 1020-1030.
4. Wang, X. H., & Howell, J.M. (2010). Exploring the dual-level effects of transformational
leadership on followers. Journal of Applied Psychology, 95, 1134-44.
Assigned article with no discussion leadership:
5. Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and
charismatic leadership theories. The Leadership Quarterly 10, 285–305.
Supplemental Readings:
Agle, B. R., Nagarajan, N. J., Sonnenfeld, J. A., & Srinivasan, D. (2006). Does CEO charisma
matter? An empirical analysis of the relationships among organizational performance,
environmental uncertainty, and top management team perceptions of CEO charisma. Academy of
Management Journal, 49, 161–174.
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
[not in Angel]
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, J. (2003). Predicting unit performance by
assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207–
218.
Benjamin, L., & Flynn, F. J. (2006). Leadership style and regulatory mode: Value from fit.
Organizational Behavior and Human Decision Processes, 100, 216-230.
Bono, J. E., & Ilies, R. (2006). Charisma, positive emotions, and mood contagion. The
Leadership Quarterly, 17, 317-334.
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional
leadership: A meta-analysis. Journal of Applied Psychology, 89, 901-910.
Page 25
Brown, D.J., & Keeping, L. M. (2005). Elaborating the construct of transformational leadership:
The role of affect. The Leadership Quarterly, 16, 245-272.
Brown, M. E., & Trevino, L. K. (2009). Leader–follower values congruence: Are socialized
charismatic leaders better able to achieve it? Journal of Applied Psychology, 94, 478-490.
Burns, J. M. (1978). Leadership. New York: Harper & Row. [not in Angel]
Cho, J., & Danserau, F. (2010). Are transformational leaders fair? A multi-level study of
transformational leadership, justice perceptions, and organizational citizenship behaviors. The
Leadership Quarterly, 21, 409-421.
Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider’s
perspective on these developing streams of research. The Leadership Quarterly, 10, 145–179.
Dvir, T., & Shamir, B. (2003). Follower developmental characteristics as predicting
transformational leadership: A longitudinal field study. The Leadership Quarterly, 14, 327-344.
Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. L. (2003). Transformational,
transactional and laissez-faire leadership styles: A meta-analysis comparing women and men.
Psychological Bulletin, 129, 569-591.
Emrich, C. G., Brower, H. H., Feldman, J. M., & Garland, H. (2001). Image in words:
Presidential rhetoric, charisma, and greatness. Administrative Science Quarterly, 46, 527–557.
Erez., A., Misangyi, V., Johnson, D. E., Lepine, M. A., & Halverson, K. C. (2008) Stirring the
hearts of followers: Charismatic leadership as the transferal of affect. Journal of Applied
Psychology, 93, 602-615.
Galvin, B. M., Balkundi, P., & Waldman, D. A. 2010. Spreading the word: The role of
surrogates in charismatic leadership processes. Academy of Management Review, 35, 477-494.
Galvin, B. M., Waldman, D. A., & Balthazard, P. (2010). Visionary communication qualities as
mediators of the relationship between narcissism and attributions of leader charisma. Personnel
Psychology, 63, 509-537.
Gong, Y., Huang, J. C., & Farh, J. L. (2009). Employee learning orientation, transformational
leadership, and employee creativity: The mediating role of employee creative self-efficacy.
Academy of Management Journal, 52, 765-778.
Grant, A. M. (in press). Leading with meaning: Beneficiary contact, prosocial impact, and the
performance effects of transformational leadership. Academy of Management Journal.
Grant, A.M., & Hofmann, D.A. (2011). Outsourcing inspiration: The performance effects of
ideological messages from leaders and beneficiaries. Organizational Behavior and Human
Decision Processes,116,173-187.
Page 26
Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person-organization value
congruence: How transformational leaders influence work group effectiveness. Academy of
Management Journal, 54, 779–796.
Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process:
Relationships and their consequences, Academy of Management Review, 30, 96-112.
Hunt, J. G., & Conger, J. A. (1999). From where we sit: An assessment of transformational and
charismatic leadership research. The Leadership Quarterly, 10, 335–343.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A metaanalytic test of their relative validity. Journal of Applied Psychology, 89, 755–768.
Jung, D. I., & Avolio, B. J. (1999). Effects of leadership style and followers’ cultural orientation
on performance in group and individual task conditions. Academy of Management Journal, 42,
208–218.
Lester, S.W., Meglino, B. M., & Korsgaard, M. A. (2002). The antecedents and consequences of
work group potency: A longitudinal investigation of newly formed work groups. Academy of
Management Journal, 45, 352-368.
Lim, B. C., & Ployhart, R. E. (2004). Transformational leadership: Relations to the Five Factor
Model and team performance in typical and maximum contexts. Journal of Applied Psychology,
89, 610-621.
Oreg, S. & Berson, Y. (2011). Leadership and employees’ reactions to change: The role of
leaders’ personal attributes and transformational leadership style. Personnel Psychology, 64,
627-659.
McColl-Kennedy, J. R., & Anderson, R. D. (2002). Impact of leadership style and emotions on
subordinate performance. The Leadership Quarterly, 13, 545-559.
Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The
mediating role of core job characteristics. Academy of Management Journal, 49, 327-340.
Pillai, R., & Meindl, J. R. (1998). Context and charisma: A "meso" level examination of the
relationship of organic structure, collectivism, and crisis to charismatic leadership. Journal of
Management, 24, 643-671.
Purvanova, R.K., & Bono, J.E. (2009). Transformational leadership in context: Face-to-face and
virtual teams, The Leadership Quarterly, 20, 343-357.
Resick, C. J., Whitman, D. S., Weingarden, S. M., Hiller, N. J. (2009). The bright-side and the
dark-side of CEO personality: Examining core self-evaluations, narcissism, transformational
leadership, and strategic influence. Journal of Applied Psychology, 94, 1365-1381.
Page 27
Schriesheim, C. A., Schriesheim, C. A., Wu, J. B., & Scandura, T.A. (2009). A meso measure?
Examination of the levels of analysis of the Multifactor Leadership Questionnaire (MLQ). The
Leadership Quarterly, 20, 604-616.
Shamir, B., Zakay, E., Breinin, E., & Popper, M. (1998). Correlates of charismatic leader
behavior in military units: Subordinates’ attitudes, unit characteristics, and superiors’ appraisals
of leader performance. Academy of Management Journal, 41, 387-409.
Seltzer, J., & Bass, B. M. (1990). Transformational leadership: Beyond initiation and
consideration. Journal of Management, 16, 693-703.
Shin, S. J., & Zhou, J. (2003). Transformational leadership, conservation, and creativity:
Evidence from Korea. Academy of Management Journal, 46, 703-714.
Simola, S.K., Barling, J. and Turner, N. (2010). Transformational leadership and leader moral
orientation: Contrasting an ethic of justice and ethic of care. The Leadership Quarterly. 21, 179188.
Spreitzer, G. M., Perttula, K. H., & Xin, K. (2005). Traditionality matters: An examination of the
effectiveness of transformational leadership in the United States and Taiwan. Journal of
Organizational Behavior, 26, 205-227.
Wu, J.B., Tsui, A.S., & Kinicki A.J. (2010). Consequences of differentiated leadership in groups.
Academy of Management Journal, 53, 90–106.
Zohar, D., & Tenne-Gazit, O. (2008). Transformational leadership and group interaction as
climate antecedents: A social network analysis. Journal of Applied Psychology, 93, 744-757.
Page 28
Leadership and Teams (Fred)
1. Druskat, V. U., & Wheeler, J. V. (2003). Managing from the boundary: The effective
leadership of self-managing work teams. Academy of Management Journal, 46, 435-457.
2. Morgeson, F. P. (2005). The external leadership of self-managing teams: Intervening in the
context of novel and disruptive events. Journal of Applied Psychology, 90, 497-508.
3. Klein, K. J., Ziegert, J. C., Knight, A. P., & Xiao, Y. (2006). Dynamic delegation: Shared,
hierarchical, and deindividualized leadership in extreme action teams. Administrative Science
Quarterly, 51, 590-621.
4. Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An
investigation of antecedent conditions and performance. Academy of Management Journal,
50, 1217-1234.
5. Wu, J. B., Tsui, A. S., & Kinicki, A. J. (2010). Consequences of differentiated leadership in
groups. Academy of Management Journal, 53, 90-106.
Assigned article with no discussion leadership:
6. Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A functional
approach to understanding leadership structures and processes. Journal of Management, 36,
5-39.
Supplemental Readings:
Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force?
An empirical examination of the influence of leadership empowerment behavior on customer
satisfaction and performance. Journal of Applied Psychology, 90, 945-955.
Balkundi, P., Kilduff, M., & Harrison, D. A. (2011). Centrality and charisma: Comparing how
leader networks and attributions affect team performance. Journal of Applied Psychology, 96,
1209-1222.
Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2006). What
type of leadership behaviors are functional in teams? A meta-analysis. Leadership Quarterly, 17,
288-307.
Chen, G., Kirkman, B. L., Kanfer, R., Allen, D., & Rosen, B. (2007). A multilevel study of
leadership, empowerment, and performance in teams. Journal of Applied Psychology, 92, 331346.
Ensley, M. D., Hmieleski, K. M., & Pearce, C. L. (2006). The importance of vertical and shared
leadership within new venture top management teams: Implications for the performance of
startups. Leadership Quarterly, 17, 217-231.
Page 29
Grant, A. M., Gino, F., & Hofmann, D. A. (2011). Reversing the extraverted leadership
advantage: The role of employee proactivity. Academy of Management Journal, 54, 528-550.
Hannah, S. T., Walumbwa, F. O., & Fry, L. W. (2011). Leadership in action teams: Team leader
and members’ authenticity, authenticity strength, and team outcomes. Personnel Psychology, 64,
771-802.
Hiller, N. J., Day, D. V., & Vance, R. J. (2006). Collective enactment of leadership roles and
team effectiveness: A field study. Leadership Quarterly, 17, 387-397.
Hu, J., & Liden, R. C. (2011). Antecedents of team potency and team effectiveness: An
examination of goal and process clarity and servant leadership. Journal of Applied Psychology,
96, 851-862.
Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for
leadership: A longitudinal study of research and development project team performance. Journal
of Applied Psychology, 91, 202-210.
Kozlowski, S. W. J., Gully, S. M., McHugh, P. P., Salas, E., & Cannon-Bowers, J. A. (1996). A
dynamic theory of leadership and team effectiveness: Developmental and task contingent leader
roles. In G. R. Ferris (Ed.), Research in personnel and human resources management (Vol. 14,
pp. 253-305). Greenwich, CT: JAI Press.
Kozlowski, S. W. J., Watola, D. J., Jensen, J. M., Kim, B. H., & Botero, I. C. (2009). Developing
adaptive teams: A theory of dynamic team leadership. In E. Salas, G. F. Goodwin, & C. S. Burke
(Eds.), Team effectiveness in complex organizations: Cross-disciplinary perspectives and
approaches (pp. 113-155). New York, NY: Routledge.
Manz, C. C., & Sims, H. P. (1987). Leading workers to lead themselves: The external leadership
of self-managing work teams. Administrative Science Quarterly, 32, 106-129.
Morgeson, F. P., & DeRue, D. S. (2006). Event criticality, urgency, and duration: Understanding
how events disrupt teams and influence team leader intervention. Leadership Quarterly, 17, 271287.
Randall, K. R., Resick, C. J., & DeChurch, L. A. (2011). Building team adaptive capacity: The
roles of sensegiving and team composition. Journal of Applied Psychology, 96, 525-540.
Schaubroeck, J., Lam, S. S. K., & Peng, A. C. (2011). Cognition-based and affect-based trust as
mediators of leader behavior influences on team performance. Journal of Applied Psychology,
96, 863-871.
Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering leadership in management
teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management
Journal, 49, 1239-1251.
Page 30
Van Kleef, G. A., Homan, A. C., Beersma, B., Van Knippenberg, D., Van Knippenberg, B., &
Damen, F. (2009). Searing sentiment or cold calculation? The effects of leader emotional
displays on team performance depend on follower epistemic motivation. Academy of
Management Journal, 52, 562-580.
Wageman, R. (2001). How leaders foster self-managing team effectiveness: Design choices
versus hands-on coaching. Organization Science, 12, 559-577.
Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. Leadership Quarterly,
12, 451-483.
Page 31
Abusive/Destructive Leadership (John)
1. Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management
Journal, 42, 178-190.
2. Carlson, D.S., Ferguson, M., Perrewe, P.L., & Whitten, D. (2011). The fallout from
abusive supervision: An examination of subordinates and their partners. Personnel
Psychology, 64, 937-961.
3. Crossley, C. D. (2009). Emotional and behavioral reactions to social undermining: A
closer look at perceived offender motives. Organizational Behavior and Human Decision
Processes, 108, 14-24.
4. Mayer, D. M., Thau, S., Workman, K.M., Van Dijke, M., & De Cremer, D. (2011).
Leader mistreatment, employee hostility, and deviant behaviors: Integrating selfuncertainty and thwarted needs perspectives on deviance. Organizational Behavior and
Human Decision Processes, in press, doi: 10.1016/ j.obhdp.2011.07.003
Assigned article with no discussion leadership:
5. Tepper, B. J., Duffy, M. K., Henle, C. A., & Lambert, L. S. (2006). Procedural injustice,
victim precipitation, and abusive supervision. Personnel Psychology, 59, 101-123.
Supplemental Readings:
Aryee, S., Chen, Z. X., Sun, L. Y., & Debrah, Y. A. (2007). Antecedents and outcomes of
abusive supervision: Test of a trickle-down model. Journal of Applied Psychology, 92, 191-201.
Baumeister, R. F., Bratslavsky, E., Finkenauer, C., & Vohs, K. D. (2001). Bad is stronger than
good. Review of General Psychology, 5, 323-370.
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A
definition and conceptual model. The Leadership Quarterly, 18, 207-216.
Ferris, G. R., Zinko, R., Brouer, R. L., Buckley, M. R., & Harvey, M. G. (2007). Strategic
bullying as a supplementary, balanced perspective on destructive leadership. Leadership
Quarterly, 18, 195-206.
Harris, K. J., Kacmar, K. M., & Zivnuska, S. (2007). An investigation of abusive supervision as
a predictor of performance and the meaning of work as a moderator of the relationship.
Leadership Quarterly, 18, 252-263.
Page 32
Harvey, P., Stoner, J., Hochwarter, W., & Kacmar, C. (2007). Coping with abusive supervision:
The neutralizing effects of ingratiation and positive affect on negative employee outcomes.
Leadership Quarterly, 18, 264-280.
Hoobler, J. M., & Brass, D. J. (2006). Abusive supervision and family undermining as displaced
aggression. Journal of Applied Psychology, 91, 1125-1133.
Liu, D., Liao, H., & Loi, R. The dark side of leadership: A three-level investigation of the
cascading effect of abusive supervision on employee creativity. Academy of Management
Journal, in press.
Martinko, M.J., Harvey, P., Sikora, D., & Douglas, S.C. (2011). Perceptions of abusive
supervision: The role of subordinates' attribution styles. The Leadership Quarterly, 22, 751-764.
Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the
moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92, 11591168.
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders,
susceptible followers, and conducive environments. The Leadership Quarterly, 18, 176-194.
Schaubroeck, J., Walumbwa, F. O., Ganster, D. C., & Kepes, S. (2007). Destructive leader traits
and the neutralizing influence of an “enriched” job. Leadership Quarterly, 18, 236-251.
Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research
agenda. Journal of Management, 33, 261-289.
Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C., & Hua, W. (2009). Abusive
supervision, intentions to quit, and employees' workplace deviance: A power/dependence
analysis. Organizational Behavior and Human Decision Processes, 109, 156-167.
Tepper, B.J., Moss, S.E., & Duffy, M.K. (2011). Predictors of abusive supervision: Supervisor
perceptions of deep-level dissimilarity, relationship conflict, and subordinate performance.
Academy of Management Journal, 54, 279–294.
Tepper, B. J., Henle, C. A., Lambert, L. S., Giacalone, R. A., & Duffy, M. K. (2008). Abusive
supervision and subordinates' organization deviance. Journal of Applied Psychology, 93, 721732.
Tepper, B. J., Duffy, M. K., & Shaw, J. D. (2001). Personality moderators of the relationship
between abusive supervision and subordinates' resistance. Journal of Applied Psychology, 86,
974-983.
Thau, S., Bennett, R. J., Mitchell, M. S., & Marrs, M. B. (2009). How management style
moderates the relationship between abusive supervision and workplace deviance: An uncertainty
Page 33
management theory perspective. Organizational Behavior and Human Decision Processes, 108,
79-92.
Zellars, K. L., Tepper, B. J., & Duffy, M. K. (2002). Abusive supervision and subordinates'
organizational citizenship behavior. Journal of Applied Psychology, 87, 1068-1076.
Page 34
Executive/Strategic Leadership (Fred)
1. Waldman, D. A., Ramírez, G. G., House, R. J., & Puranam, P. (2001). Does leadership
matter? CEO leadership attributes and profitability under conditions of perceived
environmental uncertainty. Academy of Management Journal, 44, 134-143.
2. Agle, B. R., Nagarajan, N. J., Sonnenfeld, J. A., & Srinivasan, D. (2006). Does CEO
charisma matter? An empirical analysis of the relationships among organizational
performance, environmental uncertainty, and top management team perceptions of CEO
charisma. Academy of Management Journal, 49, 161-174.
3. Chatterjee, A., & Hambrick, D. C. (2007). It's all about me: Narcissistic chief executive
officers and their effects on company strategy and performance. Administrative Science
Quarterly, 52, 351-386.
4. Resick, C. J., Whitman, D. S., Weingarden, S. M., & Hiller, N. J. (2009). The bright-side and
dark-side of CEO personality: Examining core self-evaluations, narcissism, transformational
leadership, and strategic influence. Journal of Applied Psychology, 94, 1365-1381.
5. Mumford, T. V., Campion, M. A., & Morgeson, F. P. (2007). The leadership skills strataplex:
Leadership skill requirements across organizational levels. Leadership Quarterly, 18, 154166.
Assigned article with no discussion leadership:
6. Boal, K. B., & Hooijberg, R. (2001). Strategic leadership research: Moving on. Leadership
Quarterly, 11, 515-549.
Supplemental Readings:
Boal, K. B., & Schultz, P. L. (2007). Storytelling, time, and evolution: The role of strategic
leadership in complex adaptive systems. Leadership Quarterly, 18, 411-428.
Day, D. V., & Lord, R. G. (1988). Executive leadership and organizational performance:
Suggestions for a new theory and methodology. Journal of Management, 14, 453-464.
Elenkov, D. S., Judge, W., & Wright, P. (2005). Strategic leadership and executive innovation
influence: An international multi-cluster comparative study. Strategic Management Journal, 26,
665-682.
Hambrick, D. C., Finkelstein, S., & Mooney, A. C. (2005). Executive job demands: New insights
for explaining strategic decisions and leader behaviors. Academy of Management Review, 30,
472-491.
Page 35
Henderson, A. D., Miller, D., & Hambrick, D. C. (2006). How quickly do CEOs become
obsolete? Industry dynamism, CEO tenure, and company performance. Strategic Management
Journal, 27, 447-460.
Jacobs, T. O., & Jaques, E. (1987). Leadership in complex systems. In J. Zeidner (Ed.), Human
productivity enhancement: Organizations, personnel, and decision making (Vol. 2, pp. 7-65).
New York, NY: Praeger.
Ling, Y., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. (2008). Transformational leadership’s role
in promoting corporate entrepreneurship: Examining the CEO-TMT interface. Academy of
Management Journal, 51, 557-576.
Marion, R., & Uhl-Bien, M. (2001). Leadership in complex organizations. Leadership Quarterly,
12, 389-418.
Waldman, D. A., & Yammarino, F. J. (1999). CEO charismatic leadership: Levels-ofmanagement and levels-of-analysis effects. Academy of Management Review, 24, 266-285.
Waldman, D. A., Javidan, M., & Varella, P. (2004). Charismatic leadership at the strategic level:
A new application of upper echelons theory. Leadership Quarterly, 15, 355-380.
Page 36
Ethical Leadership (John)
1. Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social
learning perspective for construct development and testing. Organizational Behavior and
Human Decision Processes, 97, 117–134.
2. Detert, J., Treviño, L. K., Burris, E., & Andiappan, M. (2007). Managerial models of influence
and counterproductivity in organizations: A longitudinal business unit-level investigation.
Journal of Applied Psychology, 92, 993-1005.
3. Schaubroeck, J., Hannah, R.T., Avolio, B., Kozlowski, S., Lord, R., Trevino, L.,
Dimotakis, N., & Peng, A. Embedding ethical leadership within and across organization
levels. Academy of Management Journal, forthcoming.
4. Walumbwa, F.O., Mayer, D., Wang, P., & Wang, H., Workman, K., & Christensen, A.L.
(2011). Linking ethical leadership to performance: The role of leader-member exchange,
self-efficacy, and organizational identification. Organizational Behavior and Human
Decision Processes, 115, 204-213.
Assigned article with no discussion leadership:
5. Haidt, J. (2001). The emotional dog and its rational tail: A social intuitionist approach to
moral judgment. Psychological Review, 108, 814–834.
Supplemental Readings:
Ethical Leadership/Behavior
Avey, J. B., Palanski, M. E., & Walumbwa, F. O. (2010). When leadership goes unnoticed: The
moderating role of follower self-esteem on the relationship between ethical leadership and follower
behavior. Journal of Business Ethics, 98, 573-582.
Brown, M., & Trevino, L. (2006). Ethical leadership: A review and future directions. The
Leadership Quarterly, 17, 595-616.
De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships
with leader's social responsibility, top management team effectiveness and subordinates
optimism: A multi-level study. The Leadership Quarterly, 19, 297-311.
Kacmar, K. M., Bachrach, G. B., Harris, K. J., & Zivnuska, S. (2011). Fostering good citizenship
through ethical leadership: Exploring the moderating role of gender and organizational politics.
Journal of Applied Psychology, 96, 633–642.
Page 37
Mayer, D. M., Aquino, K., Greenbaum, R.L., Kuenzi, M. (in press). Who displays ethical
leadership and why does it matter? An examination of antecedents and consequences of ethical
leadership. Academy of Management Journal.
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How low does
ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human
Decision Processes, 108, 1–13.
Piccolo, R. F., R. Greenbaum, D. N. Den Hartog and R. Folger: (2010). The relationship between
ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259–278.
Resick, C.J, Hanges, P.J., Dickson, M.W., & Mitchelson, J.K. (2006). A cross-cultural
examination of the endorsement of ethical leadership. Journal of Business Ethics, 63, 345-359.
Resick et al. (2010). What ethical leadership means to me: Asian, European, and American
perspectives. Unpublished book chapter.
Reynolds, S. (2006). A neurocognitive model of the ethical decision-making process:
Implications for study and practice. Journal of Applied Psychology, 91, 737–748.
Schminke, M., Ambrose, A., & Neubaum, D. O. (2005). The effect of leader moral development
on ethical climate and employee attitudes. Organizational Behavior and Human Decision
Processes, 97, 135–151.
Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice
behavior: Mediating roles of ethical leadership and workgroup psychological safety. Journal of
Applied Psychology, 94, 1275-1286.
Authentic Leadership
Avolio, B. J., Gardner,W. L.,Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the
mask: A look at the process by which authentic leaders impact follower attitudes and behaviors.
The Leadership Quarterly, 15, 801-823.
Eagly, A. H. (2005). Achieving relational authenticity in leadership: Does gender matter?
Leadership Quarterly, 16, 459-474.
Michie, S., & Gooty, J. (2005). Values, emotions, and authenticity: Will the real leader please
stand up? The Leadership Quarterly, 16, 441-457.
Ilies, R., Morgeson, F. P., & Nahrgang, J. (2005). Authentic leadership and eudaemonic well-being:
Understanding leader-follower outcomes. The Leadership Quarterly, 16, 373-394.
Page 38
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008).
Authentic leadership: Development and validation of a theory-based measure. Journal of
Management, 34, 89–126.
Yamarino, F. J., Dionnea, S. D., Schriesheimb, C. A., & Dansereauc, F. (2008). Authentic
leadership and positive organizational behavior: A meso, multi-level perspective.
The Leadership Quarterly, 19, 693-707.
Leader Behavioral Integrity
Dineen, B. R., Lewicki, R. J., & Tomlinson, E. C. (2006). Supervisory guidance and behavioral
integrity: Relationships with employee citizenship and deviant behavior. Journal of Applied
Psychology, 91, 622-635.
Simons, T. (2002). Behavioral integrity: The perceived alignment between managers' words and
deeds as a research focus. Organization Science, 13, 18-35.
Page 39
Leadership Development (Fred)
1. McCauley, C. D., Ruderman, M. N., Ohlott, P. J., & Morrow, J. E. (1994). Assessing the
developmental components of managerial jobs. Journal of Applied Psychology, 79, 544-560.
2. Dragoni, L., Tesluk, P. E., Russell, J. E. A., & Oh, I. (2009). Understanding managerial
development: Integrating developmental assignments, learning orientation, and access to
developmental opportunities in predicting managerial competencies. Academy of
Management Journal, 52, 731-743.
3. DeRue, S. D., & Wellman, N. (2009). Developing leaders via experience: The role of
developmental challenge, learning orientation, and feedback availability. Journal of Applied
Psychology, 94, 859-875.
4. Hirschfeld, R. R., Thomas, C. H. (2011). Age- and gender-based role incongruence:
Implications for knowledge mastery and observed leadership potential among personnel in a
leadership development program. Personnel Psychology, 64, 661-692.
5. Smither, J. W., London, M., Flautt, R., Vargas, Y., & Kucine, I. (2003). Can working with an
executive coach improve multisource feedback ratings over time? A quasi-experimental field
study. Personnel Psychology, 56, 23-44.
Assigned article with no discussion leadership:
6. Day, D. V. (2000). Leadership development: A review in context. Leadership Quarterly, 11,
581-613.
Supplemental Readings:
Day, D. V., & Harrison, M. M. (2007). A multilevel, identity-based approach to leadership
development. Human Resource Management Review, 17, 362-373.
Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. O. (2005). Can you see
the real me? A self-based model of authentic leader and follower development. Leadership
Quarterly, 16, 434-372.
Hirst, G., Mann, L. Bain, P., Pirola-Merlo, A., & Richver, A. (2004). Learning to lead: The
development and testing of a model of leadership learning. Leadership Quarterly, 15, 311-327.
Lovelace, K. J., Manz, C. C., & Alves, J. C. (2007). Work stress and leadership development:
The role of self-leadership, shared leadership, physical fitness and flow in managing demands
and increasing job control. Human Resource Management Review, 17, 374-387.
Riggio, R. E., & Lee, J. (2007). Emotional and interpersonal competencies and leader
development. Human Resource Management Review, 17, 418-426.
Page 40
Russell, C. J., & Kuhnert, K. W. (1992). Integrating skill acquisition and perspective-taking
capacity in the development of leaders. Leadership Quarterly, 3, 335-355.
Page 41