Leadership (bibliographie : 2006)

Liste des articles qui sont parus en 2006 sur le thème du leadership

  • Bibliographie leadership 2006D. F. Abell, 2006, “‘The Future of Strategy is Leadership’”, Journal of Business Research, 59, pp310–314
  • N. J. Adler, 2006, “The Arts & Leadership: Now That We Can Do Anything, What Will We Do?”, Academy of Management Learning & Education, 5(4), pp486-499
  • J. M. Allen, T. P. Bradley, S. Hamilton, S. K. Filgo, “Leadership perception: Analysis of 360-degree feedback”, Performance Improvement Quarterly, 19, pp7-24
  • J. A. Andersen, “‘Leadership, Personality and Effectiveness’”, Journal of Socio-Economics, 35, pp1078–1091
  • R. D. Arvey, W. Johnson, M. McGue, M. Rotundo, Z. Zhang, “The determinants of leadership role occupancy: Genetic and personality factors”, Leadership Quarterly, 17:1, pp1-20
  • Alan Axelrod, “Eisenhower on Leadership: Ike’s Enduring Lessons in Total Victory Management”, San Francisco: Jossey-Bass
  • B. A. Baker, W. H. Drath, C. D. McCauley, P. M. G. O’Connor, C. J. Palus, “The use of constructive-developmental theory to advance the understanding of leadership”, Leadership Quarterly, 17:6, pp634-653
  • D. Bailey, “Leading from the spirit”, In: F. Hesselbein et M. Goldsmith, dir., “The Leader of the Future 2: Visions, Strategies, and Practices for the New Era”, San Francisco: Jossey-Bass, pp297–302
  • L. Barendsen et H. Gardner, “The three elements of good leadership in rapidly changing times”, In: F. Hesselbein et M. Goldsmith, dir., “The Leader of the Future 2: Visions, Strategies, and Practices for the New Era”, San Francisco: Jossey-Bass, pp265–280
  • Bernard Barker, “Rethinking leadership and change: a case study in leadership succession and its impact on school transformation”, Cambridge Journal of Education, Vol 36, n°2, June, pp277-293
  • A. Becker, T. A. Carte, L. Chidambaram, “Emergent leadership in self-managed virtual teams: A longitudinal study of concentrated and shared leadership behaviors”, Group Decision and Negotiation, 15(4), pp323-343
  • M. C. Bligh, “Surviving Post-Merger ‘Culture Clash’: Can Cultural Leadership Lessen the Casualties?”, Leadership, 2:4, pp395-426
  • M. C. Bligh, J. C. Kohles, C. L. Pearce, “The importance of self and shared leadership in team based knowledge work: A meso-level model of leadership dynamics”, Journal of Managerial Psychology, 21(4), pp296-318
  • R. Bolden et J. Gosling, “Leadership Competencies: Time to Change the Tune?”, Leadership, 2:2, pp147-163
  • Trudy Bourgeois, “The Hybrid Leader: Blending the Best of the Male and Female Leadership Styles”, Winchester, VA: Oakhill Press
  • O. Brafman et A. Beckstrom, “The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations”, New York: Penguin Group
  • D. J. Brown, K. A. Scott, “Female first, leader second? Gender bias in the encoding of leadership behavior”, Organizational Behavior and Human Decision Processes, 101(2), pp230–242
  • Heike Bruch, Stefan Krummaker, Bernd Vogel, “Leadership-Best Practices und Trends”, Wiesbaden: Gabler Verlag
  • Alan Bryman et K. W. Parry, “Leadership in organizations”, In: S. Clegg, C. Hardy, T. Lawrence et W. Nord, dir., “Sage Handbook of Organization Studies”, Sage
  • F. John Burpo, “The Great Captains of Chaos: Developing Adaptive Leaders”, Military Review, 86, January-February, pp64-70
  • P. Cairo, D. Dotlich et S. Rhinesmith, “Head, Heart & Guts: How the World’s Best Companies Develop Complete Leaders”, San Francisco: Jossey-Bass
  • K. S. Campbell, “Thinking and interacting like a leader: The TILL system for effective interpersonal communication”, Chicago: Parlay Press
  • Sandra E. Cha et Amy C. Edmondson, “When Values Backfire: Leadership, Attribution, and Disenchantment in a Values-Driven Organization”, The Leadership Quarterly, 17, February, pp57-78
  • J. L. Chin, B. L. Lott, J. K. Rice, & J. Sanchez-Hucles, dir., “Women and leadership: Visions and diverse voices”, Boston, MA: Blackwell
  • J. Clawson, “Power and leadership: leading others”, In: J. Clawson, dir., “Level three leadership: getting below the surface”, Saddle River, NJ: Pearson Prentice Hall
  • B. K. Cooper, J. C. Sarros, “Building Character: a leadership essential”, Journal of Business and Psychology, 21 (1), pp1-22
  • R. Cyert, “Defining leadership and explicating the process”, Nonprofit Management and Leadership, 1(1), pp29–38
  • Andre L. Delbecq, “The Spiritual Challenges of Power Humility and Love as Offsets To Leadership Hubris”, Journal of Management, Spirituality & Religion, Vol 3, n°1-2, January, pp141-154
  • Helen Dermatis & Shannon Dingle, Marc Galanter, Linda Glickman, “Recovery and Spiritual Transformation Among Peer Leaders of a Modified Methadone Anonymous Group”, Journal of Psychoactive Drugs, Vol 38, n°4, December, pp531-533
  • Nancy M. Dixon, “Breakthrough Ideas for 2006: Peer-to-Peer Leadership Development”, HBR, February
  • A. L. Dixon, A. Mehra, B. Robertson, B. R. Smith, “Distributed leadership in teams: The network of leadership perceptions and team performance”, The Leadership Quarterly, 17(3), pp232-245
  • P. W. Dorfman, R. J. House, M. Javidan, M. S. De Luque, “In the eye of the beholder: Cross cultural lessons in leadership from Project GLOBE”, Academy of Management Perspectives, 20(1), pp67-90
  • M. D. Ensley, K. M. Hmieleski, C. L. Pearce, “The importance of vertical and shared leadership within new venture top management teams: implications for the performance of start-ups”, Leadership Quarterly, 17:3, pp217-231
  • K. S. Fielding, M. A. Hogg, D. Johnson, B. Masser, E. Russell, A. Svensson, “Demographic category membership and leadership in small groups: A social identity analysis”, Leadership Quarterly, 17:4, pp335-350
  • M. G. Fine, “Women, collaboration, and social change: An ethics-based model of leadership”, In: J. L. Chin, B. L. Lott, J. K. Rice, & J. Sanchez-Hucles, dir., “Women and leadership: Visions and diverse voices”, Boston, MA: Blackwell, pp177-191
  • D. Fink, A. Hargreaves, “Sustainable leadership”, San Francisco, CA: Jossey-Bass
  • G. L. Flett et P. L. Hewitt, “Perfectionism as a detrimental factor in leadership: A multidimensional analysis’, In: R. J. Burke & C. L. Cooper, dir., “Inspiring Leaders”, London, UK: Routledge, pp247-272
  • R. French et P. Simpson, “Downplaying Leadership: Researching How Leaders Talk About Themselves”, Leadership, 2:4, pp469-479
  • R. French et P. Simpson, “Negative Capability and the Capacity to Think in the Present Moment: Some Implications for Leadership Practice”, Leadership. 2:2, pp245-255
  • George Goethals et Georgia Sorenson, dir., “The Quest for a General Theory of Leadership”, Northampton, MA, US A: Edward Elgar
  • A. Goldman, “Personality Disorders in Leaders: Implications of the DSM IV-TR in Assessing Dysfunctional Organizations”, Journal of Managerial Psychology, Vol 21, n°5, pp393–414
  • M. Goldsmith, F. Hesselbein, “The leader of the future 2: Visions, strategies, and practices for the new era”, San Francisco, CA: Jossey-Bass
  • C. Gormley-Heenan, “Chameleonic Leadership: Towards a New Understanding of Political Leadership during the Northern Ireland Peace Process”, Leadership, 2:1, pp53-75
  • C. K. Grace, A. A. Hasan, 2006, “Leadership styles in the Palestinian large-scale industrial enterprises”, Journal of Management Development, 25 (9), pp832-849
  • Keith Grint, 2006, “What is Leadership?”, In: Keith Grint et J. Jupp, dir., “Beyond Command”, London: HMSO
  • Keith Grint, L. S. Warner, “American-Indian Ways of Leading and Knowing”, Leadership, 2, pp225-244
  • P. Iles, D. Preece, “Developing leaders or developing leadership? The Academy of Chief Executives’ Programmes in the North East of England”, Leadership, 2(3), pp317-340
  • L. Karakowsky et I. Kotlyar, “Leading Conflict? Linkages Between Leader Behaviors and Group Conflict”, Small Group Research, Vol 37, n°4, pp377-403
  • Barbara Kellerman, “When Should a Leader Apologize – And When Not?”, Harvard Business Review, 84, April, pp73-81
  • S. R. Komives, N. Lucas, T. R. McMahon, “Exploring leadership: For college students who want to make a difference”, San Francisco, CA: Jossey-Bass
  • M. Larsson, S. Svenningsson, “Fantasies of leadership: Identity Work”, Leadership, 2 (2), pp203-224
  • Richard D. Lewis, “When Cultures Collide: Leading across Cultures”, Boston: Nicholas Brealey International, 3d ed.
  • B. Lichtenstein, M. Uhl-Bien, R. Marion, A. Seers, J. Orten, C. Schreiber, “Complexity leadership theory: An interactive perspective on leading in complex adaptive systems”, E:CO, 8, pp2-12
  • T. Maak, N. M. Pless, “Responsible leadership in a stakeholder society – A relational perspective”, Journal of Business Ethics, Vol 66, pp99–115
  • M. McCrimmon, “Burn! Leadership myths in flames”, Toronto, ON & London, UK: Self Renewal Group
  • Stephen J. McGovern, “Philadelphia’s neighborhood transformation initiative: A case study of mayoral leadership, bold planning, and conflict”, Housing Policy Debate, Vol 17, n°3, January, pp529-570
  • G. B. McLaughlin, L. W. Porter, “Leadership and the organizational context: Like the weather?”, Leadership Quarterly, 17(6), pp559-576
  • M. Messmer, “Leadership strategies during mergers and acquisitions”, Strategic Finance, January, pp15-16
  • Vesa Nissinen, “Deep Leadership”, Talentum, Finland
  • Sonia Ospina et Georgia Sorenson, “A constructionist lens on leadership: Charting new territory”, In: George Goethals et Georgia Sorenson, dir., “The Quest for a General Theory of Leadership”, Northampton, MA, US A: Edward Elgar
  • B. Winston, K. A. Patterson, “An Integrated Definition of Leadership”, International Journal of Leadership Studies, 1(2), pp6-66
  • Mohammad A. Rad, Hossein M. Yarmohammadian, “A study of Relationship Between Managers Leadership Style and Employees Job Satisfaction”, Leadership and Health Service, Vol 19, n°2, ppXI–XXVIII
  • D. L. Rhode, “Introduction: Where Is the Leadership in Moral Leadership?”, In: D. L. Rhode, dir., “Moral Leadership: The Theory and Practice of Power, Judgment, and Policy”, Jossey–Bass, San Francisco, pp1–53
  • N. Rice, “Opportunities lost, possibilities found: Shared leadership and inclusion in an urban high school”, Journal of Disability Policy Studies, 17(2), pp88-100
  • D. Rock, “Quiet leadership: Six steps for transforming performance at work”, New York: HarperCollins
  • William E. Rosenbach et Robert L. Taylor, dir., “Contemporary Issues in Leadership”, Boulder, CO: Westview Press, 6th ed.
  • M. Schneider, M. Somers, “Organizations as complex adaptive systems: Implications of complexity theory for leadership research”, Leadership Quarterly, 17, pp351-365
  • Sheryl Shivers-Blackwell, “The influence of perceptions of organizational structure & culture on leadership role requirements: The moderating impact of locus of control & self-monitoring”, Journal of Leadership & Organizational Studies, Summer
  • Gretchen M. Spreitzer, “Leading to Grow and Growing to Lead: Leadership Development Lessons from Positive Organizational Studies”, Organizational Dynamics, 35, November, pp305-315
  • M. Uhl-Bien, “Relational leadership theory: Exploring the social processes of leadership and organizing”, Leadership Quarterly, 17, pp654-676
  • Walter F. Ulmer, “Leader Behavior: How to Identify Good Leaders”, Armor, 115, January-February, pp39-41
  • Russ Volckmann, “Making Leadership Actionable: What We Are Learning and How We Can Use It”, Leadership Review, Claremont: Claremont McKenna College
  • Michael Watkins, “Shaping the Game: The New Leader’s Guide to Effective Negotiating”, Boston: Harvard Business School Press
  • Margaret Wheatley, “Leadership and the New Science: Discovering Order in a Chaotic World”, San Francisco, CA: Berrett-Koehler Publishers, Inc
  • Christopher Williams, “Leadership accountability in a globalizing world”, London: palgrave Macmillan



Thierry TAREL,  © 2016

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