Leadership Quarterly 2009: Vol 20 Index

2009·3.5 MB·English

The Leadership Quarterly 20 (2009) 959-962
Contents lists available at ScienceDirect
LThee adership
Quarterty hw
The Leadership Quarterly
journal homepage: www.elsevier.com/locate/leaqua
Index
A critical review of race and ethnicity in the leadership literature: Surfacing context, power and the collective
dimensions of leadership, 20(6), 876-896 (Sonia Ospina and Erica Foldy).
A framework for examining leadership in extreme contexts, 20(6), 897-919 (Sean T. Hannah, Mary Uhl-Bien,
Bruce J. Avolio, and Fabrice L. Cavarretta).
A framework for understanding collective leadership: The selective utilization of leader and team expertise within
networks, 20(6), 933-958 (Tamara L. Friedrich, William B. Vessey, Matthew J. Schuelke, Gregory A. Ruark and
Michael D. Mumford).
Alternative forms of charismatic leadership in the integration of mergers and acquisitions, 20(), 130-142
(David A. Waldman and Mansour Javidan).
A meso-level conceptualization of CEO celebrity effectiveness, 20(4), 554-570 (Darren C. Treadway, Garry L. Adams,
Annette L. Ranft, and Gerald R. Ferris).
A meso measure? Examination of the levels of analysis of the Multifactor Leadership Questionnaire (MLQ), 20(4),
604-616 (Chester A. Schriesheim, Joshua B. Wu, and Terri A. Scandura).
A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies, 20(5), 764-784
(Bruce J. Avolio, Rebecca J. Reichard, Sean T. Hannah, Fred O. Walumbwa, and Adrian Chan).
A multilevel approach to building and leading learning organizations, 20(1), 34-48 (Sean T. Hannah and
Paul B. Lester).
Animating leadership: Crisis and renewal of governance in 4 mythic narratives, 20(5), 828-836 (Gazi Islam).
Attachment and leader's development via experiences, 20(5), 749-763 (Micha Popper and Karin Amit).
Balance in leader and follower perceptions of leader-member exchange: Relationships with performance and work
attitudes, 20(3), 452-465 (Claudia C. Cogliser, Chester A. Schriesheim, Terri A. Scandura, and William L. Gardner).
Behavioral complexity in leadership: The psychometric properties of a new instrument to measure behavioral
repertoire, 20(2), 87-102 (Katherine A. Lawrence, Peter Lenk, and Robert E. Quinn).
Biographical Information, 20(6), 854.
Center for Creative Leadership “Best Paper Award” for The Leadership Quarterly 2008, 20(6), 851.
CEO elitist association: Toward a new understanding of an executive behavioral pattern, 20(3), 316-328
(Guoli Chen, Linda Klebe Trevino, and Donald C. Hambrick).
Charismatic, ideological, and pragmatic leaders: An examination of leader-leader interactions, 20(3), 299-315
(Katrina Bedell-Avers, Samuel T. Hunter, Amanda D. Angie, Dawn L. Eubanks, and Michael D. Mumford).
Choosing the best (wo)man for the job: The effects of mortality salience, sex, and gender stereotypes on leader
evaluations, 20(2), 233-246 (Crystal L. Hoyt, Stefanie Simon, and Lindsey Reid).
Claiming more than equality: Should leaders ask for forgiveness?, 20(3), 287-298 (Jeroen Stouten and
Thomas M. Tripp).
Complexity leadership in bureaucratic forms of organizing: A meso model, 20(4), 631-650 (Mary Uhl-Bien and
Russ Marion).
doi: 10.1016/S1048-9843(09)00192-1
960 Index
Consensual commitment: A grounded theory of the meso-level influence of organizational design on leadership and
decision-making, 20(4), 535-553 (Paul Rowland and Ken Parry).
Construct validation in leadership research: Explication and illustration, 20(5), 725-736 (Chester A. Schriesheim
and Claudia C. Cogliser).
Contextual leadership, transformational leadership and the performance of international innovation seeking
alliances, 20(2), 191-206 (Richard N. Osborn and Russ Marion).
Corrigendum to “Trust in leadership: A multi-level review and integration” [The Leadership Quarterly 18 (2007)
606-632], 20(1), 55 (C. Shawn Burke, Dana E. Sims, Elizabeth H. Lazzara, and Eduardo Salas).
Crisis, charisma, values, and voting behavior in the 2004 presidential election, 20(2), 70-86 (Ethlyn A. Williams,
Rajnandini Pillai, Kevin B. Lowe, Dongil Jung, and David Herst).
Do leaders reap what they sow? Leader and employee outcomes of leader organizational cynicism about change,
20(5), 680-688 (Robert S. Rubin, Erich C. Dierdorff, William H. Bommer, and Timothy T. Baldwin).
Do you feel what I feel? Mood contagion and leadership outcomes, 20(5), 814-827 (Stefanie K. Johnson).
Does leadership need emotional intelligence?, 20(2), 247-261 (John Antonakis, Neal M. Ashkanasy, and
Marie T. Dasborough).
Early life experiences as determinants of leadership role occupancy: The importance of parental influence and rule
breaking behavior, 20(3), 329-342 (Bruce J. Avolio, Maria Rotundo, and Fred O. Walumbwa).
Editorial: Change of editors, 20(3), 263 (Michael D. Mumford).
Emerging credits, 20(5), 785-798 (Thomas H. Stone and William H. Cooper).
Emotional labor and leadership: A threat to authenticity?, 20(3), 466-482 (William L. Gardner, Dawn Fischer, and
James G. (Jerry) Hunt).
Executive development: History lessons learned from Barnard, 20(2), 155-161 (Milorad M. Novicevic,
J. Timothy Heames, Joseph G.P. Paolillo, and M. Ronald Buckley).
How top management team behavioral integration and behavioral complexity enable organizational ambidexterity:
The moderating role of contextual ambidexterity, 20(2), 207-218 (Abraham Carmeli and Meyrav Yitzack Halevi).
Impact of situational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a
computer simulation, 20(3), 383-404 (Samuel T. Hunter, Katrina E. Bedell-Avers, and Michael D. Mumford).
Integrity and leadership: A multi-level conceptual framework, 20(3), 405-420 (Michael E. Palanski and
Francis J. Yammarino).
Leader-member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions,
and performance, 20(3), 371-382 (Kenneth J. Harris, Anthony R. Wheeler, and K. Michele Kacmar).
Leader-member exchange, feelings of energy, and involvement in creative work, 20(3), 264-275 (Leanne Atwater
and Abraham Carmeli).
Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis, 20(5), 689-707
(Jae Uk Chun, Francis J. Yammarino, Shelley D. Dionne, John J. Sosik, and Hyoung Koo Moon).
Leadership and change in the Tasmanian environment movement, 20(5), 708-724 (Bruce Tranter).
Leadership and institutional change in the public sector: The case of secondary schools in England, 20(5), 664-679
(Graeme Currie, Andy Lockett, and Olga Suhomlinova).
Leadership and organizational learning, 20(1), 1-3 (David A. Waldman, Yair Berson, and Robert T. Keller).
Leadership and team cohesiveness across cultures, 20(3), 358-370 (Hein Wendt, Martin C. Euwema, and
1.J. Hetty van Emmerik).
Leading organizational learning: Reflections on theory and research, 20(1), 49-53 (Gary Yukl).
License to fail? How leader group prototypicality moderates the effects of leader performance on perceptions of
leadership effectiveness, 20(3), 434-451 (Steffen R. Giessner, Daan van Knippenberg, and Ed Sleebos).
LMX differentiation: A multilevel review and examination of its antecedents and outcomes, 20(4), 517-534
(David J. Henderson, Robert C. Liden, Brian C. Glibkowski, and Anjali Chaudhry).
Index 961
Methodological and theoretical considerations in survey research, 20(2), 57-60 (Tamara L. Friedrich, Cristina L. Byrne,
and Michael D. Mumford).
Meso-modeling of leadership: Following James G. (Jerry) Hunt's lead in integrating micro- and macro-perspectives of
leadership, 20(4), 493-500 (William L. Gardner and Claudia C. Cogliser).
Moderating role of subordinates’ attitudes on transformational leadership and effectiveness: A multi-cultural and
multi-level perspective, 20(4), 586-603 (Dongil Jung, Francis J. Yammarino, and Jin K. Lee).
Personality and Leadership Developmental Levels as predictors of leader performance, 20(3), 421-433
(Sarah E. Strang and Karl W. Kuhnert).
Predictors of the emergence of transformational leadership in virtual decision teams, 20(5), 651-663
(Pierre A. Balthazard, David A. Waldman and John E. Warren).
Relative deprivation among employees in lower-quality leader-member exchange relationships, 20(3), 276-286
(Mark C. Bolino and William H. Turnley).
Situational leadership theory: A test of three versions, 20(5), 837-848 (Geir Thompson and Robert P. Vecchio).
Special issue on meso-modeling of leadership: Integrating micro- and macro-perspectives of leadership, 20(4), 501-502
(William L. Gardner and Claudia C. Cogliser).
Special issue on leadership and organizational learning, 20(1), 4.
Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism, 20(1), 5-18
(Justin J.P. Jansen, Dusya Vera, and Mary Crossan).
Supervisor-subordinate convergence in descriptions of leader-member exchange (LMX) quality: Review and testable
propositions, 20(6), 920-932 (Xiaohua (Tracy) Zhou and Chester A. Schriesheim).
Supervisory procedural justice effects: The mediating roles of cognitive and affective trust, 20(2), 143-154
(Jixia Yang, Kevin W. Mossholder, and T.K. Peng).
Ten year anniversary of the LQYR: Comments from the yearly review editor, 20(6), 852-853 (Mary Uhl-Bien).
The architecture of managerial leadership: Stimulation and channeling of organizational emergence, 20(4), 503-516
(James G. (Jerry) Hunt, Richard N. Osborn, and Kimberly B. Boal).
The bright and dark sides of leader traits: A review and theoretical extension oft he leader trait paradigm, 20(6), 855-875
(Timothy A. Judge, Ronald F. Piccolo, and Tomek Kosalka).
The demise of leadership: Positivity and negativity biases in evaluations of dead leaders, 20(2), 115-129 (Scott T. Allison,
Dafna Eylon, James K. Beggan, and Jennifer Bachelder).
The effects of leader negative emotions on evaluations of leadership in a crisis situation: The role of anger and
sadness, 20(2), 103-114 (Juan M. Madera and D. Brent Smith).
The effects of leadership style on stress outcomes, 20(5), 737-748 (Joseph B. Lyons and Tamera R. Schneider).
The enduring allure of charisma: How Barack Obama won the historic 2008 presidential election, 20(3), 483-492
(Michelle C. Bligh and Jeffrey C. Kohles).
The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels,
20(4), 617-630 (Benyamin B. Lichtenstein and Donde Ashmos Plowman).
The Leadership Quarterly special issue on the Biology of Leadership, 20(5), 849 (Carl Senior).
The Leadership Quarterly Yearly Review of Leadership (LQYR) for 2009, 20(1), 54 (Mary Uhl-Bien).
The moderating effect of political skill on the demographic dissimilarity — Leader-member exchange quality
relationship, 20(2), 61-69 (Robyn L. Brouer, Allison Duke, Darren C. Treadway, and Gerald R. Ferris).
Towards an integrated model olfe adership and self regulation, 20(2), 162-176 (Simon A. Moss, Nicki Dowling, and
John Callanan).
Transformational leadership and ambidexterity in the context of an acquisition, 20(1), 19-33 (Louise A. Nemanich
and Dusya Vera).
Transformational leadership in context: Face-to-face and virtual teams, 20(3), 343-357 (Radostina K. Purvanova
and Joyce E. Bono).
Index
What goes around comes around: How meso-level negative emotional contagion can ultimately determine
organizational attitudes toward leaders, 20(4), 571-585 (Marie T. Dasborough, Neal M. Ashkanasy, Eugene Y. J. Tee,
and Herman H.M. Tse).
What does the new boss think? How new leaders’ cognitive communities and recent “top-job” success affect organizational
change and performance, 20(5), 799-813 (Hermann Achidi Ndofor, Richard L. Priem, Jude A. Rathburn, and
Ashwani K. Dhir).
Will you trust your new boss? The role of affective reactions to leadership succession, 20(2), 219-232 (Gary A. Ballinger,
F. David Schoorman, and David W. Lehman).
Wisdom principles as a meta-theoretical basis for evaluating leadership, 20(2), 177-190 (Bernard McKenna,
David Rooney, and Kimberley B. Boal).

Contents Volume 20 (2009) 963-967
Contents lists available at ScienceDirect
The ‘
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The Leadership Quarterly
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ELSEV ER journal homepage: www.elsevier.com/locate/leaqua
Contents of Volume 20
VOLUME 20, NUMBER 1
Special Issue
Leadership and Organizational Learning
Guest Editors
David A. Waldman, Yair Berson and Robert T. Keller
EDITORIALS
Leadership and organizational learning
by David A. Waldman, Yair Berson and Robert T. Keller
Special issue on leadership and organizational learning
ARTICLES
Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism
by Justin J.P. Jansen, Dusya Vera and Mary Crossan
Transformational leadership and ambidexterity in the context of an acquisition
by Louise A. Nemanich and Dusya Vera
A multilevel approach to building and leading learning organizations
by Sean T. Hannah and Paul B. Lester
Leading organizational learning: Reflections on theory and research
by Gary Yukl
CALL FOR PAPERS
The Leadership Quarterly Yearly Review of Leadership (LQYR) for 2009
by Mary UhI-Bien
CORRIGENDUM
Corrigendum to “Trust in leadership: A multi-level review and integration” [The Leadership Quarterly 18 (2007) 606-632}
by C. Shawn Burke, Dana E. Sims, Elizabeth H. Lazzara and Eduardo Salas
VOLUME 20, NUMBER 2
EDITORIAL
Methodological and theoretical considerations in survey research
by Tamara L. Friedrich, Cristina L. Byrne and Michael D. Mumford
ARTICLES
The moderating effect of political skill on the demographic dissimilarity — Leader-member exchange quality relationship
by Robyn L. Brouer, Allison Duke, Darren C. Treadway and Gerald R. Ferris
doi: 10: 1016/S 1048-9843(09)00193-3
964 Contents of Volume 20
Crisis, charisma, values, and voting behavior in the 2004 presidential election
by Ethlyn A. Williams, Rajnandini Pillai, Kevin B. Lowe, Dongil Jung and David Herst
Behavioral complexity in leadership: The psychometric properties of an ew instrument to measure behavioral repertoire
by Katherine A. Lawrence, Peter Lenk and Robert E. Quinn
The effects of leader negative emotions on evaluations of leadership in a crisis situation: The role of anger and sadness
by Juan M. Madera and D. Brent Smith
The demise of leadership: Positivity and negativity biases in evaluations of dead leaders
by Scott T. Allison, Dafna Eylon, James K. Beggan and Jennifer Bachelder
Alternative forms of charismatic leadership in the integration of mergers and acquisitions
by David A. Waldman and Mansour Javidan
Supervisory procedural justice effects: The mediating roles of cognitive and affective trust
by Jixia Yang, Kevin W. Mossholder and T.K. Peng
Executive development: History lessons learned from Barnard
by Milorad M. Novicevic, J. Timothy Heames, Joseph G.P. Paolillo and M. Ronald Buckley
Towards an integrated model of leadership and self regulation
by Simon A. Moss, Nicki Dowling and John Callanan
Wisdom principles as a meta-theoretical basis for evaluating leadership
by Bernard McKenna, David Rooney and Kimberley B. Boal
Contextual leadership, transformational leadership and the performance of international innovation seeking alliances
by Richard N. Osborn and Russ Marion
How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The
moderating role of contextual ambidexterity
by Abraham Carmeli and Meyrav Yitzack Halevi
Will you trust your new boss? The role of affective reactions to leadership succession
by Gary A. Ballinger, F. David Schoorman and David W. Lehman
Choosing the best (wo)man for the job: The effects of mortality salience, sex, and gender stereotypes on leader
evaluations
by Crystal L. Hoyt, Stefanie Simon and Lindsey Reid
THEORETICAL AND PRACTITIONER LETTER
Does leadership need emotional intelligence?
by John Antonakis, Neal M. Ashkanasy and Marie T. CPa sborough
VOLUME 20, NUMBER 3
EDITORIAL
Editorial: Change of editors
by Michael D. Mumford
ARTICLES
Leader-member exchange, feelings of energy, and involvement in creative work
by Leanne Atwater and Abraham Carmeli
Relative deprivation among employees in lower-quality leader-member exchange relationships
by Mark C. Bolino and William H. Turnley
Claiming more than equality: Should leaders ask for forgiveness?
by Jeroen Stouten and Thomas M. Tripp
Charismatic, ideological, and pragmatic leaders: An examination of leader-leader interactions
by Katrina Bedell-Avers, Samuel T. Hunter, Amanda D. Angie, Dawn L. Eubanks and Michael D. Mumford
CEO elitist association: Toward a new understanding of an executive behavioral pattern
by Guoli Chen, Linda Klebe Trevifio and Donald C. Hambrick
Early life experiences as determinants of leadership role occupancy: The importance of parental influence and rule
breaking behavior
by Bruce J. Avolio, Maria Rotundo and Fred O. Walumbwa
Transformational leadership in context: Face-to-face and virtual teams
by Radostina K. Purvanova and Joyce E. Bono
Leadership and team cohesiveness across cultures
by Hein Wendt, Martin C. Euwema and LJ. Hetty van Emmerik
Leader-member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and
performance
by Kenneth J. Harris, Anthony R. Wheeler and K. Michele Kacmar
Contents of Volume 20
Impact ofs ituational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a
computer simulation
by Samuel T. Hunter, Katrina E. Bedell-Avers and Michael D. Mumford
Integrity and leadership: A multi-level conceptual framework
by Michael E. Palanski and Francis J. Yammarino
Personality and Leadership Developmental Levels as predictors of leader performance
by Sarah E. Strang and Karl W. Kuhnert
License to fail? How leader group prototypicality moderates the effects of leader performance on perceptions of
leadership effectiveness
by Steffen R. Giessner, Daan van Knippenberg and Ed Sleebos
Balance in leader and follower perceptions of leader-member exchange: Relationships with performance and work
attitudes
by Claudia C. Cogliser, Chester A. Schriesheim, Terri A. Scandura and William L. Gardner
Emotional labor and leadership: A threat to authenticity?
by William L. Gardner, Dawn Fischer and James G. (Jerry) Hunt
CONTEMPORARY ISSUES
The enduring allure of charisma: How Barack Obama won the historic 2008 presidential election
by Michelle C. Bligh and Jeffrey C. Kohles
VOLUME 20, NUMBER 4
Special Issue
Meso-Modeling of Leadership: Integrating Micro-
and Macro-Perspectives on Leadership
Guest Editors
William L. Gardner and Claudia C. Cogliser
EDITORIAL
Meso-modeling of leadership: Following James G. (Jerry) Hunt's lead in integrating micro- and macro-perspectives of
leadership
by William L. Gardner and Claudia C. Cogliser
BIOGRAPHICAL INFORMATION
Special issue on meso-modeling of leadership: Integrating micro- and macro-perspectives of leadership
by William L. Gardner and Claudia C. Cogliser
ARTICLES
The architecture of managerial leadership: Stimulation and channeling of organizational emergence
by James G. (Jerry) Hunt, Richard N. Osborn and Kimberly B. Boal
LMX differentiation: A multilevel review and examination of its antecedents and outcomes
by David J. Henderson, Robert C. Liden, Brian C. Glibkowski and Anjali Chaudhry
Consensual commitment: A grounded theory of the meso-level influence of organizational design on leadership and
decision-making
by Paul Rowland and Ken Parry
A meso-level conceptualization of CEO celebrity effectiveness
by Darren C. Treadway, Garry L. Adams, Annette L. Ranft and Gerald R. Ferris
What goes around comes around: How meso-level negative emotional contagion can ultimately determine
organizational attitudes toward leaders
by Marie T. Dasborough, Neal M. Ashkanasy, Eugene Y.J. Tee and Herman H.M. Tse
Moderating role of subordinates’ attitudes on transformational leadership and effectiveness: A multi-cultural and multi-
level perspective
by Dongil Jung, Francis J. Yammarino and Jin K. Lee
A meso measure? Examination of the levels of analysis of the Multifactor Leadership Questionnaire (MLQ)
by Chester A. Schriesheim, Joshua B. Wu and Terri A. Scandura ....
The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels
by Benyamin B. Lichtenstein and Donde Ashmos Plowman
966 Contents of Volume 20
Complexity leadership in bureaucratic forms of organizing: A meso model
by Mary UhI-Bien and Russ Marion
VOLUME 20, NUMBER 5
ARTICLES
Predictors of the emergence of transformational leadership in virtual decision teams
by Pierre A. Balthazard, David A. Waldman and John E. Warren
Leadership and institutional change in the public sector: The case of secondary schools in England
by Graeme Currie, Andy Lockett and Olga Suhomlinova
Do leaders reap what they sow? Leader and employee outcomes of leader organizational cynicism about change
by Robert S. Rubin, Erich C. Dierdorff, William H. Bommer and Timothy T. Baldwin
Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis
by Jae Uk Chun, FrancisJ .Y ammarino, Shelley D. Dionne, John J. Sosik and Hyoung Koo Moon
Leadership and change in the Tasmanian environment movement
by Bruce Tranter
Construct validation in leadership research: Explication and illustration
by Chester A. Schriesheim and Claudia C. Cogliser
The effects of leadership style on stress outcomes
by Joseph B. Lyons and Tamera R. Schneider
Attachment and leader's development via experiences
by Micha Popper and Karin Amit
A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies
by Bruce J. Avolio, Rebecca J. Reichard, Sean T. Hannah, Fred O. Walumbwa and Adrian Chan
Emerging credits
by Thomas H. Stone and William H. Cooper
What does the new boss think? How new leaders’ cognitive communities and recent “top-job”
organizational change and performance
by Hermann Achidi Ndofor, Richard L. Priem, Jude A. Rathburn and Ashwani K. Dhir
Do you feel what | feel? Mood contagion and leadership outcomes
by Stefanie K. Johnson
Animating leadership: Crisis and renewal of governance in 4 mythic narratives
by Gazi Islam
Situational leadership theory: A test of three versions
by Geir Thompson and Robert P. Vecchio
CALL FOR PAPERS
The Leadership Quarterly special issue on the Biology of Leadership
by Carl Senior
VOLUME 20, NUMBER 6
Special Issue
The Leadership Quarterly Yearly Review of Leadership
Guest Editor
Mary Uhl-Bien
AWARD ANNOUNCEMENT
Center for Creative Leadership “Best Paper Award” for The Leadership Quarterly 2008
by Mary UhI-Bien
EDITORIAL
Ten year anniversary of the LOYR: Comments from the yearly review editor
by Mary UhI-Bien
Biographical Information