Leadership (bibliographie : 2007)

 

Liste des articles qui sont parus en 2007 sur le thème du leadership

Biblio-2007

  • D. Abshire, 2007, “Trustworthy leaders”, Leadership Excellence, Vol 24, n°4, p20
  • C. F. Achua, R. N. Lussier, 2007, “Leadership: Theory, application, & skill development”, Mason, Ohio: South-Western Cengage Learning, 3ème édition
  • H. Adler, 2007, “Key leader characteristics”, Leadership Excellence, Vol 24, n°12, pp5–x
  • D. Ancona, T. W. Malone, W. J. Orlikowski, P. M. Senge, 2007, “The incomplete leader”, Harvard Business Review, February, pp92-100
  • Avis Austin, 2007, “The Quest for a General Theory of Leadership”, Leadership & Organization Development Journal, Vol 28, n°8, pp786-788
  • L. Baker, T. E. Beck, M. Kulkarni, D. A. Plowman, S. Solansky, D. V. Travis, 2007, “The role of leadership in emergent self-organisation”, Leadership Quarterly, 18:4, pp341-356
  • S. Baker, D. Gerlowski, 2007, “Team effectiveness and leader-follower agreement: an empirical study”, Journal of American Academy of Business, Vol 12, n°1, pp15–23
  • J. E. Barbuto, S. M. Fritz, G. S. Matkin, D. B. Marx, 2007, “Effects of gender, education, and age upon leader’s use of influence tactics and full range leadership behaviors”, Sex Roles, 56, pp71-83
  • T. Bartram, G. Casimir, 2007, “The relationship between leadership and follower in-role performance and satisfaction with the leader”, Leadership & Organization Development Journal, Vol 28, n°1, pp4–19
  • G. Beaver, A. Davies, P. Joyce, 2007, “Leadership Board of Directors”, Business Strategy Series, Vol 8, n°4, pp318–324
  • K. E. Bedell-Avers, S. T. Hunter, M. D. Mumford, 2007, “The typical leadership study: Assumptions, implications, and potential remedies”, The Leadership Quarterly, Vol 18, pp435-446
  • M. J. Benson, J. P. Campbell, 2007, “To be, or not to be linear: An expanded representation of personality and its relationship to leadership performance”, International Journal of Selection and Assessment, Vol 15, pp232–249
  • B. Bossink, 2007, “Leadership for sustainable innovation”, International Journal of Technology Management and Sustainable Development, 6(2), pp135-149
  • B. W. Browning, 2007, “Leadership in desperate times: An analysis of Endurance: Shackleton’s incredible voyage through the lens of leadership theory”, Advances in Developing Human Resources, 9 (2), pp183-198
  • Alan Bryman, 2007, “Effective leadership in higher education”, Studies in Higher Education, 32, pp693-710
  • D. Buchanan, R. Caldwell, J. Meyer, J. Storey, C. Wainwright, 2007, “Leadership transmission: a muddled metaphor?”, Journal of Health Organization and Management, 21(3)
  • C. S. Burke, E. H. Lazzara, E. Salas, D. E. Simms, 2007, “Trust in Leadership: A multi-level review and integration”, Leadership Quarterly, 18:6, pp606-632
  • James MacGregor Burns, “Avant-propos” au livre de R. A. Couto, dir., 2007, “Reflections on leadership”, New York: University Press of America, ppV-VIII
  • Jamie L. Callahan, Lila L. Carden, 2007, “Creating leaders or loyalists? conflicting identities in a leadership development programme”, Human Resource Development International, Vol 10, n°2, June, pp169-186
  • Cristobal Carambo, Wolff-Michael Roth, Stephen M. Ritchie, Kenneth Tobin, 2007, “Transforming an academy through the enactment of collective curriculum leadership”, Journal of Curriculum Studies, Vol 39, n°2, April, pp151-175
  • J. B. Carson, P. E. Tesluk, J. A. Marrone, 2007, “Shared leadership in teams: An investigation of antecedent conditions and performance”, Academy of Management Journal, 50(5), pp1217-1234
  • Peter Case, Jonathan Gosling, Morgen Witzel, dir., 2007, “John Adair: Fundamentals of Leadership”, Palgrave Macmillan
  • David W. Chan, 2007, « Leadership Competencies among Chinese Gifted Students in Hong Kong: « The Connection with Emotional Intelligence and Successful Intelligence » , Roeper Review, Vol 29, n°3, pp183-189
  • J. L. Chin, J. Sanchez-Hucles, 2007, “Diversity and leadership”, American Psychologist, 62(6), pp608-609
  • Jay A. Conger, Edwin A. Locke, C. L. Pearce, 2007, “Shared leadership theory”, Leadership Quarterly, 18:3, pp281-288
  • R. A. Couto, dir., 2007, “Reflections on leadership”, New York: University Press of America
  • R. Cragg et P. Spurgeon, “Is it management or leadership?”, 2007, Clinician in Management, Vol 15, pp123–125
  • R. L. Cummins, 2007, “Can modern media inform leadership education and development”, Advances in Developing Human Resources, 9 (2), pp143-145
  • C. Dalglish, P. Evans, 2007, “Leadership in the Australian context”, Prahan: Tilde University Press
  • F. G. A. De Bakker, F. E. Six, L. W. J. C. Huberts, 2007, “Judging a corporate”leader’s integrity: An illustrated three-component model”, European Management Journal, 25(3), pp185-194
  • S. L. Dinger et J. J. Sosik, 2007, “Relationships between leadership style and vision content: The moderating role of need for social approval, self-monitoring, and need for social power” Leadership Quarterly, 18:2, pp134-153
  • C. Day, A. Harris, D. Hopkins, K. Leithwood, P. Sammons, 2007, “Distributed leadership and organizational change: Reviewing the evidence”, Journal of Educational Change, 8(4), pp337-347
  • M. C. Euwema, H. Wendt, H. van Emmerik, 2007, “Leadership styles and group organizational citizenship behavior across cultures”, Journal of Organizational Behavior, Vol 28, pp1035–1057
  • G. T. Fairhurst, H. M. Zoller, 2007, “Resistance as leadership: A critical, discursive perspective”, Human Relations, Vol 60, pp1331-1360
  • Mary A. Ferdig, “Sustainability Leadership: Co-creating a Sustainable Future”, 2007, Journal of Change Management, Vol 7, n°1, March, pp25-35
  • D. Fields, M. S. Wood, “Exploring the impact of shared leadership on management team member job outcomes”, Baltic Journal of Management, 2(3), pp251-
  • J. Ford, N. Harding, “Move over management: We are all leaders now”, Management Learning, Vol 38, pp475-493
  • J. Gosling, A. Marturano, “Leadership the Key Concepts”, London: Routledge
  • Timothy Gray Davies, Pamella Rae Stoeckel, “Reflective Leadership By Selected Community College Presidents Community College”, Journal of Research and Practice, Vol 31, n°11, November, pp895-912
  • Keith Grint, “Learning to lead: can Aristotle help us find the road to wisdom?”, Leadership, 3, pp231-246
  • W. Güth, M. V. Levati, M. Sutter, E. Van Der Heijden, “Leadership and cooperation in public goods experiments”, Journal of Public Economics, Vol 91, pp1023–1042
  • J. R. Hackman, R. Wageman, “Asking the right questions about leadership”, American Psychologist, Vol 62, pp43–47
  • K. M. Hannum, J. W. Martineau, C. Reinelt, “The handbook of leadership development evaluation”, San Francisco: Jossey-Bass
  • A. Haslam, M. J. Platow, S. D. Reicher, “The new psychology of leadership”, Scientific American Mind, August/September, pp22-29
  • S. A. Haslam, M. K. Ryan, “The glass cliff: Exploring the dynamic surrounding the appointment of women to precarious leadership positions”, Academy of Management Review, 32(2), pp549–572
  • M. E. Heard, “‘Reflections on Leadership: Conversations with Warren Bennis and Richard Kilburg”, Psychologist-Manager Journal, 10(2), pp157–170
  • E. T. Higgins, A. W. Kruglanski, A. Pierro, “Regulatory mode and preferred leadership styles: How fit increases job satisfaction”, Basic and Applied Social Psychology, 29(2), pp137–149
  • D. M. Hosking, “Not leaders, not followers: A post-modern discourse of leadership processes”, In: Boas Shamir, R. Pillai, M. Bligh, & M. Uhl-Bien, dir., “Follower-centered perspectives on leadership: A tribute to the memory of James R. Meindl”, Greenwich, CT: Information Age Publishing
  • Simone Huck, Ansgar Zerfass, “Innovation, Communication, and Leadership: New Developments in Strategic Communication”, International Journal of Strategic Communication, Vol 1, n°2, May, pp107-122
  • A. Kakabadse, N. K. Kakabadse, L. Lee-Davies, “Shared leadership: Leading through polylogue”, Business Strategy Series, 8(4), pp246-253
  • L. Karakowsky et I. Kotlyar, “Falling Over Ourselves to Follow the Leader”, Journal of Leadership & Organizational Studies, Vol 14, n°1,pp38-49
  • R. Kark, Y. Lapidot, B. Shamir, “The impact of situational vulnerability on the development and erosion of followers’ trust in their leader”, Leadership Quarterly, 18:1, pp16-34
  • B. Kark, D. Van Dijk, “Motivation to Lead, Motivation to Follow: The Role of the Self–Regulatory Focus in Leadership Processes”, Academy of Management Review, 32 (2), pp500–528
  • D. Keller, “Leading on top of the world: Lessons from ‘Into Thin Air’”, Advances in Developing Human Resources, 9 (2), pp166-182
  • N. Koivunen, “The processual nature of leadership discourses”, Scandinavian Journal of Management, 23(3), pp285-305
  • S. R. Komives, “Exploring leadership”, San Francisco, CA: Jossey-Bass
  • B. Von Krosigk, “A holistic exploration of leadership development”, South African Journal of Business Management, Vol 38, n°2, pp25–31
  • W. M. Küpers, “Phenomenology and integral pheno-practice of wisdom in leadership and organisation”, Social Epistemology, 21
  • M. Leclerc, D. Maltais, N. Rinfret, “Le leadership administratif comme concept utile à la modernisation de l’administration publique”, Revue française d’administration publique, n°123, pp423-442
  • Michael Maccoby, “The Leaders We Need and What Makes Us Follow”, Boston, Massachusetts: Harvard Business School Press
  • R. Marion, B. McKelvey, M. Uhl-Bien, “Complexity leadership theory: Shifting leadership from the industrial age to the knowledge age”, Leadership Quarterly, 18, pp298-318
  • S. A. Miles, M. D. Watkins, “The leadership team: Complementary strengths or conflicting agendas?”, Harvard Business Review, 85(4), pp90-98
  • T. L. Pittinsky, S. Simon, “Intergroup Leadership”, Leadership Quarterly, 18:6, pp586-605
  • J. Potters, M. Sefton, L. Vesterlund, “Leading-by-example and signaling in voluntary contribution games: an experimental study”, Economic Theory, Vol 33, pp169-182
  • J. Reger, “Introduction: New dimensions in the study of social movement leadership”, American Behavioural Scientist, 50(10), pp1303-1305
  • A. Sinclair, “Teaching leadership critically to MBAs: Experiences from heaven and hell”, Management Learning, Vol 38, pp458-471
  • C. Sullivan, C. Wiessner, “Constructing knowledge in leadership training programs”, Community College Review, 35(2), pp88-112
  • E. Thach, K. J. Thompson, “Trading places: Examining leadership competencies between for-profit vs. public and non-profit leaders”, Leadership & Organization Development Journal, Vol 28, pp356-375
  • Joseph J. Thomas, “Leadership Explored”, AcademX
  • N. Warner, “Screening leadership through Shakespeare: Paradoxes of leader-follower relations in Henry V on film”, The Leadership Quarterly, 18, pp1-15
  • Simon Western, “Leadership a critical text”, Sage
  • Russ Volckmann, commentaire du livre de George Goethals et Georgia Sorenson, dir., “The Quest for a General Theory of Leadership”, Integral Leadership Review, Vol VII, n°3, june
  • J. T. Wren, “Inventing leadership: The challenge of democracy”, Northampton, MA: Edward Elgar Publishing



Thierry TAREL,  © 2016

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