Leadership at the Crossroads (Praeger Perspectives) by Joanne B. Ciulla, Donelson R. Forsyth, Michael A. Genovese,

By Joanne B. Ciulla, Donelson R. Forsyth, Michael A. Genovese, George R. Goethals, Lori C. Han, Crystal L. Hoyt

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2001). Leadership in organizations. In N. Anderson, D. Oniz, & C. ), The International Handbook of Work and Organizational Psychology (Vol. 2, pp. 166–187). London: Sage. Fiedler, F. E. (1964). A contingency model of leadership effectiveness. Advances in Experimental Social Psychology, 1, 149–190. Fiedler, F. E. (1971). Validation and extension of the contingency model of leadership effectiveness: A review of the empirical findings. Psychological Bulletin, 76, 128–148. Foti, R. , & Hauenstein, N.

May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15(6), 801–823. Avolio, B. , & Walumbwa, F. O. (2004). Authentic leadership: Theorybuilding for veritable sustained performance. Working paper, Gallup Leadership Institute, University of Nebraska, Lincoln. Barrick, M. , & Mount, M. K. (1993). Autonomy as a moderator of the relationships between the big five personality dimensions and job performance.

Personality and Leadership 29 Terman, L. M. (1904). A preliminary study in the psychology and pedagogy of leadership. Pedagogical Seminary, 11, 413–451. Vroom, V. , & Jago, A. G. (2007). The role of situation in leadership. American Psychologist, 62, 17–24. Wood, G. M. (2007). Authentic leadership: Do we really need another leadership theory? Unpublished doctoral dissertation, George Mason University. Yukl, G. A. (2006). ). Upper Saddle River, NJ: Pearson Prentice Hall. Zaccaro, S. J. (2001). The nature of executive leadership: A conceptual and empirical analysis of success.

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