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Leadership Quarterly 2009: Vol 20 Index PDF

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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 ‘ Leadership 1 Quarterly ~*~ The Leadership Quarterly ic ee A PtWas 3 se,5 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

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Most books are stored in the elastic cloud where traffic is expensive. For this reason, we have a limit on daily download.