Leadership Quarterly 2002: Vol 13 Index

3 Pages·2002·0.67 MB·English

Pergamon
The Leadership Quarterly 13 (2002) 845-847
Index
“A model and investigation of managerial skills, employees’ attitudes and managerial
performance,” 13(2); 95-120 (Frank Shipper and Jeannette Davy).
“Benchmarking multilevel methods in Leadership: the articles, the model, and data set,”
13(1); 3—14 (Paul D. Bliese, Ronald R. Halverson, and Chester A. Schriesheim).
‘Beneath the mask: examining the relationship of self-presentation attributes and impres-
sion management to charismatic leadership,” 13(3); 217-242 (John J. Sosik, Bruce J. Avolio,
and Dong I. Jung).
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“Biographical Information,” 13(6); 641-642.
“Comments from the yearly review editor,” 13(6); 637-639 (James G. (Jerry) Hunt).
“Conceptualizing leadership with respect to its historical—contextual antecedents to
power,” 13(2); 151—167 (Raymond D. Gordon).
“Contrasting different philosophies of leader motivation: altruism versus egotistic,” 13(2);
169-191 (Bruce J. Avolio and Edwin E. Locke).
“Data analytic methods for the analysis of multilevel questions: a comparison of intraclass
correlation coefficients, rwg(j), hierarchical linear modelling, within and between analysis,
and random group resampling,” 13(1); 69—93 (Stephanie L. Castro).
“Development of an emotional intelligence instrument and an investigation of its relation-
ships with leader and follower performance and attitudes,” 13(3); 243-274 (Chi-Sum Wong
and Kenneth S. Law).
“Distributed leadership as a unit of analysis,” 13(4); 423—451 (Peter Gronn).
“Emergent leaders as managers of group emotion,” 13(5); 583-599 (Anthony T.
Pesconsolido).
PII: $1048-9843(02)00151-0
Index
“Emotion and attributions of intentionality in leader-member relationships,” 13(5);
615-634 (Marie T. Dasborough and Neal M. Ashkanasy).
“Emotional intelligence as the basis of leadership emergence in self-managing teams,”
13(5); 505—522 (Steven B. Wolff, Anthony T. Pescosolido, and Vanessa Urch Druskat).
“Empathy and complex task performance: two routes to leadership,” 13(5); 523-544
(Janet B. Kellett, Ronald H. Humphrey, and Randall G. Sleeth).
“‘How leaders influence the impact of affective events on team climate and performance
in R&D teams,” 13(5); 561—581 (Andrew Pirola-Marlo, Charmine Hartel, Giles Hirst and
Leon Mann).
“Impact of leadership style and emotions on subordinate performance,” 13(5); 545-559
(Janet R. McColl-Kennedy and Ronald D. Anderson).
“Leading creative people: orchestrating expertise and relationships,” 13(6); 705-750
(Michael D. Mumford, Gina Marie Scott, Blaine Gaddis, and Jill M. Strange).
“Leader distance: a review and a proposed theory,” 13(6); 673-704 (John Antonakis and
Leanne Atwater).
“Leadership and gender advantage,” 13(6); 643—671 (Robert P. Vecchio).
“Leadership effects on organizational climate and financial performance: local leadership
predictability in chain organizations,” 13(3); 193-216 (Bas A.S. Koene, Ad L.W. Vogelaar,
and Joseph L. Soeters).
“Longitudinal data analysis: applications of random coefficient modeling to leadership
research,” 13(4); 455—486 (Robert E. Ployhart, Brian C. Holtz, and Paul D. Bliese).
‘Making things click: distributive leadership in an online division of an offline organiza-
tion,” 13(4); 397-419 (Michael E. Brown and Dennis A. Gioia).
‘Measuring motive imagery contained in the vision statement,” 13(2); 139—150 (Shelley
A. Kirkpatrick, J.C. Wofford, and J. Robert Baum).
‘Need for leadership as a moderator of the relationships between leadership and individual
outcomes,” 13(2); 121—138 (Reinout E. de Vries, Robert A. Roe, and Tharsi C.B. Tailliew).
“Preferences for idealized styles of supervision,” 13(4); 327-342 (Robert Vecchio and
Karyn J. Boatwright).
“Qualitative methods special series: combining distributed leadership and unit of analysis
literatures,” 13(4); 421 (Alan Bryman).
“Quantitative methods special series: statistical methodology for longitudinal leadership
research,” 13(4); 453 (Paul J. Hanges and David V. Day).
“Spirituality and religious diversity in the workplace: implications for leadership,” 13(4);
379-396 (Douglas A. Hicks).
“The effects of leader and follower emotional intelligence on performance and attitude: An
exploratory study,” 13(3); 243—274 (Chi-Sum Wong and Kenneth S. Law).
“The many faces of emotional leadership,” 13(5); 493-504 (Ronald H. Humphrey).
“The origins of vision: charismatic versus ideological leadership,” 13(4); 343-377 (Jill M.
Strange and Michael D. Mumford).
“The person versus the situation in leadership,” 13(3); 301—323 (Robert J. Sternberg and
Victor Vroom).
“The role of affect and affective congruence in perceptions of leaders: an experimental
study,” 13(5); 601-614 (Michael J. Newcombe and Neal M. Ashkanasy).
“Toward a contextual theory of leadership,” 13(6); 797-837 (Richard N. Osborn, James
G. (Jerry) Hunt, and Lawrence R. Jauch).
“Toward a political theory of leadership,” 13(6); 751—796 (Anthony P. Ammeter. Ceasar
Douglas, William L. Gardner, Wayne A. Hochwarter, and Gerald R. Ferris).
“Understanding high school student leaders II. Peer nominations of leaders and their
correlates,” 13(3); 275-299 (Benjamin Schneider, Karen Holcombe Ehrhart, and Mark G.
Ehrhart).
“Using hierarchical linear modeling to investigate the moderating influence of leadership
climate,” 13(1); 15—33 (Mark B. Gavin and David A. Hofmann).
“Using random group resampling in multilevel research: An example of the buffering
effects of leadership climate,” 13(1); 53—68 (Paul D. Bliese and Ronald R. Halverson).
‘“‘Within- and between-entity analyses in multilevel research: a leadership example using
single level analyses and boundary conditions (MRA),” 13(1); 35-52 (Steven E. Markham
and Ronald R. Halverson).