Table Of Content

Available online at www.sciencedirect.com The science @ornecr- Leadership Quarterly ELSEVIER The Leadership Quarterly 15 (2004) 883-885 Index An examination of leader political skill and its effect on ratings of leader effectiveness, 15(4), 537-550 (Ceasar Douglas and Anthony P. Ammeter). Biographical information: leading for innovation, part II, \5(1), 3-4. Biographical information: political perspective in leadership, 15(4), 437-438. Biographical information: The Leadership Quarterly Yearly Review 2004, 15(6), 727-728. Book reviews, 15(3), 421-422 (Anson Seers). Can chameleons lead? 15(5), 687-718 (Arthur G. Bedeian and David V. Day). CEO charisma, compensation, and firm performance, 15(3), 405-420 (Henry L. Tosi, Vilmos F. Misangyi, Angelo Fanelli, David A. Waldman, and Francis J. Yammarino). Champions of technological innovation: the influence of contextual knowledge, role orientation, idea generation, and idea promotion on champion emergence, 15(1), 123—143 (Jane M. Howell and Kathleen Boies). Charisma under crisis: Presidential leadership, rhetoric, and media responses before and after the september 11th terrorist attacks, 15(2), 211-239 (Michelle C. Bligh, Jeffrey C. Kohles, and James R. Meindl). Charismatic leadership at the strategic level: A new application of upper echelons theory, 15(3), 355-380 (David A. Waldman, Mansour Javidan, and Paul Varella). Dimensions of tranformation leadership: Conceptual and empirical extensions, 15(3), 329-354 (Alannah E. Rafferty and Mark A. Griffin). Failure feedback as an affective event: Influences of leader affect on subordinate attitudes and performance, 15(5), 663-686 (Blaine Gaddis, Shane Connelly, and Michael D. Mumford). Influence-based leadership as a determinant oft he inclination to innovate and of innovation-related behaviors: An empirical investigation, 15(1), 79-102 (Diana E. Krause). Jumping through hoops: A longitudinal study of leader life cycles in the NBA, 15(5), 607-624 (Robert C. Giambatista). Leader behaviors and the work environmenftor creativity: Perceived leader support, 15(1), 5—32 (Teresa M. Amabile, Elizabeth A. Schatzel, Giovanni B. Moneta and Steven J. Krammer). Leader political skill and employee reactions, 15(4), 493-513 (Darren C. Treadway, Wayne A. Hochwarter, Gerald R. Ferris, Charles J. Kacmar, Caesar Douglas, Anthony P. Ammeter, and M. Ronald Buckley). Leader reliance on subordinates across nations that differ in development and climate, 15(3), 381-403 (Evert Van de Vliert and Peter B. Smith). doi:10.1016/S1048-9843(04)00113-4 884 Index Leader reputation and accountability in organizations: Implications for dysfunctional leader behavior, 15(4), 515-536 (Angela T. Hall, Fred R. Blass, Gerald R. Ferris, and Randy Massengale). Leadership processes and follower self-identity, 15(3), 428-429 (D. van Knippenberg). Leadership and creativity: Understanding leadership from a creative problem-solving perspective, 15(1), 55-77 (Roni Reiter-Palmon and Jody J. Illies). Leadership capacity in teams, 15(6), 857-880 (David B. Day, Peter Gronn, and Eduardo Salas). Leadership, self, and identify: A review and research agenda, 15(6), 825-856 (Daan van Knippenberg, Barbara van Knippenberg, David De Cremer, and Michael A. Hogg). Leadership research in an international and cross-cultural context, 15(2), 277-307 (Terri Scandura and Peter Dorfman). Leading for innovation: Conclusion, issues, and directions, 15(1), 163-171 (Michael D. Mumford and Brian Licuanan). Leading others to think innovatively together: Creative leadership, 15(1), 103—121 (Min Basadur). Leading teams: Setting the stage for great performances, 15(3), 425-428 (R. Blackburn). Learning to lead: The development and testing of a model of leadership learning, 15(3), 311-327 (Giles Hirst, Leon Mann, Paul Brain, Andrew Pirola-Merlo, and Andreas Richver). Pathways to informal leadership: The moderating role of gender on the relationship of individual differences and team member network centrality to informal leadership emergence, 15(2), 175-194 (Mitchell J. Neubert and Simon Taggar). Perceptions of politics and organizational cynicism: An attributional and leader-member exchange perspective, 15(4), 439-466 (Walter D. Davis and William L. Gardner). Qualitative research on leadership: A critical but appreciative review, 15(6), 729-769 (Alan Bryman). Self-sacrificial behavior in crisis situations: The competing roles of behavioral and situational factors, 15(2), 263-275 (Stefanie K. Halverson, Courtney L. Holladay, Stephanie M. Kazama, and Miguel A. Quinones). Setting the stage for effective leadership: Antecedents of transformational leadership behavior, 15(2), 195-210 (William H. Bommer, Roberts S. Rubin, and Timothy T. Baldwin). The intersection of leadership and entrepreneurship: Mutual lessons to be learned, 15(6), 771-799 (Claudia C. Cogliser and Keith H. Brigham). The Leadership Quarterly special issue on leading for innovation part 2: Macro studies, 15(1), 1-2 (M.D. Mumford). The Leadership Quarterly special issue on political perspectives in leadership, 15(4), 433-435 (Anthony P. Ammeter, Ceasar Douglas, William L. Gardner, Wayne A. Hochwarter, and Gerald R. Ferris). The paradox of postheroic leadership: An essay on gender, power and transformational change, 15(5), 647-661 (Joyce K. Fletcher). The political role of corporate human resource management in strategic global leadership development, 15(4), 569-588 (Milorad M. Novicevic and Michael G. Harvey). This is war: How the politically astute achieve crimes of obedience through the use of moral disengagement, 15(4), 551-568 (Danielle S. Beu and M. Ronald Buckley). Toward new-wave organization creativity: Beyond romance and analogy in the relationship between orchestra-conductor leadership and musician creativity, 15(1), 145—162 (James G. [Jerry] Hunt, George Edward Stelluto, and Robert Hooijberg). Index Transformational and charismatic leadership: The road ahead, 15(3), 423-424 (L.K. Harland). Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm, 15(5), 625-646 (Yair Berson and Bruce J. Avolio). Transformational leadership, goal difficulty, and job design: Independent and interactive effects on employee outcomes, 15(5), 593-606 (J. Lee Whittington, Vicki L. Goodwin, and Brian Murray). Transformational leadership, learning goal orientation, and expectations for carrer success in mentor-protégé relationships: A multiple levels of analysis perspective, 15(2), 241-262 (John J. Sosik, Veronica M. Godshalk, and Francis J. Yammarino). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors, 15(6), 801-823 (Bruce J. Avolio, William L. Gardner, Fred O. Walumbwa, Fred Luthans, and Douglas R. May). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity, 15(1), 33-54 (Christina E. Shalley and Lucy L. Gilson).