Leadership : Bibliographie

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Leadership : Bibliographie

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de 1906 à 1949

  • 1906, E. Mumford, "Origins of leadership", American Journal of Sociology, Vol 12, pp216–240, pp367–397, pp500–531
  • 1909, E. Mumford, "The origins of leadership", Chicago: University of Chicago Press
  • 1911,
    • F. W. Blackmar, "Leadership in reform", American Journal of Sociology, Vol 16, pp626–644
    • George R. Dodson, "The Synoptic Mind: An Ideal of Leadership", The Harvard Theological Review, Vol 4, n°1, Jan., pp80-103
  • 1918, C. A. Bach, "Leadership", Infantry Journal, 14, pp606-612
  • 1923, W. G. Boyden, "Leadership", Infantry Journal, 22, pp280-281
  • 1924, F. S. Chapin, "Leadership and group activity", Journal of Applied Sociology, Vol 8, pp141–145
  • 1926, A. O. Bowden, "A study on the personality of student leadership in the united states", Journal of Abnormal Social Psychology, 21, pp149-160
  • 1927,
    • L. L. Bernard, "Leadership and propaganda", In: J. Davis & H. E. Barnes, "An introduction to sociology", New York: Heath
    • W. V. Bingham, "Leadership", In: H. C. Metcalf, dir., The psychological foundations of management, New York: Shaw
    • E. S. Bogardus, "Leadership and social distance", Sociology and Social Research, 12, pp173-178
    • B. V. Moore, "The May conference on leadership", Personnel Journal, Vol 6, pp124–128
  • 1928,
    • W. H. Cowley, "Three distinctions in the study of leaders", Journal of Abnormal and Social Psychology, Vol 23, pp144-157
    • C. Schenk, "Leadership", Infantry Journal, 33, pp111-122
  • 1929,
    • E. S. Bogardus, “Leadership and attitudes”, Sociology and Social Research, Vol 13, pp377-387
    • J. B. Nash, "Leadership", Phi Delta Kappan, Vol 12, pp24–25
    • O. Tead, "The technique of creative leadership", In: O. Tead, dir., "Human nature and management", New York: McGraw-Hill
  • 1930, C. M. Bundel, "Is leadership losing its importance?", Infantry Journal, Vol 36, pp339–349
  • 1933,
    • Clarence E. Case, "Leadership and conjoncture: a sociological hypothesis", Sociology and social research, 17, pp510-513
    • L. M. Krueger, H. L. Smith, "A brief summary of literature on leadership", Bloomington: Indiana University, School of Education Bulletin
  • 1934,
    • J. H. Burns, "Psychology and Leadership", Fort Leavenworth, Kansas:Command and General Staff School Press
    • M. Smith, "Personality dominance and leadership", Sociology and Social Research, Vol 19, pp18–25
  • 1935,
    • C. E. Kilbourne, "The elements of leadership", Journal of Coast Artillery, Vol 78, pp437-439
    • O. Tead, "The Art of Leadership", New York: McGraw-Hill
  • 1938, P. S. Bond, "The nature of leadership", Military Engineer, pp89-96
  • 1939,
    • A. Burne, "Lee, Grant and Sherman: A Study in Leadership in the 1864-1965 Campaign", New York: Scribners
    • T. R. Phillips, "Leader and led", Journal of the Coast Artillery, Vol 82, pp45–58
  • 1941, A. J. Murphy, "A study of the leadership process", American Sociological Review, Vol 6, pp674-687
  • 1942,
    • A. Bevelas et Kurt Lewin, "Training in democratic leadership", Journal of Abnormal and Social Psychology, 37, pp115-119
    • F. Redl, "Group emotion and leadership", Psychiatric, Vol 5, pp573–596
  • 1944, Douglas McGregor, "Conditions of Effective Leadership in the Industrial Organization", Journal of Consulting Psychology, 8, pp55-63
  • 1948,
    • I. Knickerbocker, "Leadership: A conception and some implications", Journal of Social Issues, Vol 4, pp23–40
    • Benjamin N. Schoenfeld, "The Psychological Characteristics of Leadership", Social Forces, Vol 26, n°4, May, pp391-396
    • Ralph M. Stogdill, "Personal Factors Associated with Leadership: A Survey of the Literature", Journal of Psychology, 25, pp335-371
      • Repris en 1995, In: J. T. Wren, dir., "The leader’s companion: Insights on leadership throughout the ages", New York, NY: The Free Press, pp127-132
  • 1949,
    • D. T. Campbell, C. L. Shartle, R. M. Stogdill, "Studies in Naval Leadership", Columbus, Ohio: Ohio State University
    • J. K. Hemphill, "The leader and his group", Journal of Educational Research, Vol 28, pp225–229, pp245–246
    • J. K. Hemphill, "Situational Factors in Leadership", Columbus, Ohio: Ohio State University

De 1950 à 1959

  • 1950,
    • Daniel Bell, "Notes on Authoritarian and Democratic Leadership", In: Alvin W. Gouldner, dir., "Studies in Leadership: Leadership and Democratic Action", New York: Harper & Brothers, pp395-408
    • C. A. Gibb, "The sociometry of leadership in temporary groups", Sociometry, Vol 13, pp226-243
    • Alvin W. Gouldner, dir., "Studies in Leadership: Leadership and Democratic Action", New York: Harper & Brothers
    • Max Horkheimer, "Democratic Leadership and Mass Manipulation", In: Alvin W. Gouldner, dir., "Studies in Leadership: Leadership and Democratic Action", New York: Harper & Brothers, pp418-438
    • R. T. Morris, M. Seeman, "The problem of leadership: An interdisciplinary approach", American Journal of Sociology, Vol 56, pp149–155
    • F. Sanford, "Authoritarianism and leadership", Philadelphia, PA: Institute for Research in Human Relations
    • R. Stogdill, "Leadership, membership and organization", Psychological Bulletin, Vol 47, pp1–14
  • 1951,
    • H. Guetzkow, dir., "Groups, leadership, and men", Pittsburgh, Pa.: Carnegie Press
    • F. S. Haiman, "Group leadership and democratic action", Boston: Houghton Mifflin
    • J. K. Hemphill, A. Seigel, C. W. Westie, "An Exploratory Study of Relations between Perceptions of Leader Behavior, Group Characteristics, and Expectations concerning the Behavior of Ideal Leaders", Personnel Research Board, Ohio State University, Columbus, OH
    • C. L. Shartel, "Leader behavior in jobs", Occupations, Vol 30, pp164–166
    • C. L. Shartel, "Studies in naval leadership", In: H. Guetzkow, dir., "Groups, leadership, and men", Pittsburgh, Pa.: Carnegie Press
  • 1952,
    • O. N. Bradley, "Leadership training and national security", Army Information Digest, 8, pp35-38
    • Douglas McGregor, "Leadership and the Conditions of Organizational Effectiveness", Public Health Reports (1896-1970), Vol 67, n°1, Jan., pp42-46
  • 1953,
    • Chris Argyris, "Executive Leadership: An Appraisal of a manager in Action", New York: Harper & Row
    • L. Berkowitz, "Sharing leadership in small, decision-making groups", Journal of Abnormal and Social Psychology, 48, pp231-238
    • L. F. Carter, "Leadership and small group behavior", In: M. Sherif & M. O. Wilson, dir., "Group relations at the crossroads", New York: Harper
    • R. B. Cattell, "New concepts for measuring leadership in terms of group syntality", In: D. Cartwright & A. Zander, dir., "Group Dynamics: Research and Theory" (2e edition), London: Tavistock, pp487-510
    • Edwin A. Fleishman, "The measurement of leadership attitudes in industry", Journal of Applied Psychology, Vol 37, pp153–158
    • Andrew W. Halpin, "Studies in Aircrew Composition. III. The Combat Leader Behavior of B-29 Aircraft Commanders. Boiling Air Force Base, Washington, D. C.: Human Factors Operations Research Laboratories, Sept., (HFORL Memorandum n°TN-54-7)
    • E. N. Hay, M. L. Rock, "Investigation of the Use of Tests as a Predictor of Leadership and Group Effectiveness in a Job Evaluation Situation", The Journal of Social Psychology, Vol 38, n°1, August, pp109-119
    • W. E. Jaynes, Ralph M. Stogdill, R. J. Wherry, "Patterns of leader behavior: A factorial study of naval officer performance", Columbus, OH: Ohio State University
  • 1954,
    • G. B. Bell, H. E. Hall Jr., "The relationship between leadership and empathy", Journal of Abnormal and Social Psychology, 49, pp156-157
    • R. B. Cattell, G. F. Stice, "Four Formulae for Selecting Leaders on the Basis of Personality", Human Relations, 7, pp493-507
    • Cecil A. Gibb, "Leadership", In: G. Lindzey, dir., "Handbook of Social Psychology", Vol II, Cambridge, Mass.: Addison-Wesley Publishing Co., pp877-920
  • 1955,
    • H. E. Burtt, Edwin A. Fleishman, E. F. Harris, "Leadership and supervision in industry: An Evaluation of a Supervisory Training Program", Columbus, Ohio: Bureau of Educational Research, The Ohio State University
    • Andew W. Halpin, "The Leadership Ideology of Aircraft Commanders", Journal of Applied Psychology, Vol 39, n°2, pp82-84
    • Andew W. Halpin, "The Leader Behavior and Leadership Ideology of Educational Administrators and Aircraft Commanders", Harvard Educational Review, Vol 25, n°1, Winter, pp18-32
    • Nahum Z. Medalia, Delbert C. Miller, "Human Relations Leadership and the Association of Morale and Efficiency in Work Groups: A Controlled Study with Small Military Units", Social Forces, Vol 33, n°4, May, pp348-352
    • C. K. Warriner, "Leadership in the small group", American Journal of Sociology, Vol 60, pp361–369
  • 1956,
    • Howard Baumgartel, "Leadership, motivations, and attitudes in research laboratories", Journal of Social Issues, 12, pp24-31
    • L. Berkowitz, "Social desirability and frequency of influence attempts as factors of leadership choice", Journal of Personality, 24,
    • D. T. Campbell, "Leadership and its effect upon the group", Columbus: Ohio State University
    • Andrew W. Halpin, "The Leadership Behavior of School Superintendents", Columbus, Ohio: University University
    • C. L. Shartel, "Executive performance and leadership", Englewood Cliffs, N.J.: PrenticeHall
  • 1957,
    • Howard Baumgartel, "Leadership style as a variable in research administration", Administrative Science Quarterly, 2, pp344–360
    • A. Coons et J E. Hemphill, "Development of the leader behavior description questionnaire", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • A. Coons et Ralph M. Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • E. A. Fleishman, "A leader behavior description for industry", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • A. W. Halpin et B. J. Winer, "A factorial study of the leader behavior descriptions", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • M. Seeman, "A comparison of general and specific leader behavior descriptions", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
  • 1958,
    • H. Cantril, "Effective Democratic Leadership: A Psychological lnterpretation", Journal of Individual Psychology, 14, pp128-138
    • R. Lippitt, R. K. White, "An experimental study of leadership and group life", In: E. E. Maccoby, T. M. Newcomb & E. L. Hartley, dir., "Readings in Social Psychology", (3e ed), London: Methuen
    • Robert Tannenbaum et Warren H. Schmitt, "How to choose a leadership pattern", Harvard Business Review, 36, March-April, pp95-101
  • 1959, Ralph M. Stogdill, "Individual behaviour and group achievement", New York: Oxford University Press

De 1960 à 1969

  • 1960,
    • Bernard M. Bass, "Leadership, Psychology, and Organizational Behavior", N.Y.: Harper and Brothers
    • A. Bavelas, "Leadership: Man and function", Administrative Science Quarterly, Vol 4, pp491–498
    • O. N. Bradley, "Leadership", Military Review, 46, pp48-53
    • K. F. Janda, "Towards the explication of the concept of leadership in terms of the concept of power", Human Relations, Vol 13, pp345–363
    • Eugene E. Jennings, "An anatomy of leadership : princes, heroes, and supermen", New York, N.Y. : Harper
    • F. C. Mann et V. H. Vroom, "Leader authoritarianism and employee attitudes", Personnel Psychology, 13, pp125–140
    • H. P. Shelley, "Focussed leadership and cohesiveness in small groups", Sociometry, Vol 23, pp209-216
  • 1961,
    • D. W. Abse et L. Jessner, “The Psychodynamic Aspects of Leadership”, Daedalus, Vol 90, n°4, pp693-710
      • Repris en 1962, “The Psychodynamic Aspects of Leadership”, In: S. Graubard et G. Holton, dir., Excellence and Leadership in a Democracy, New York: Columbia University Press, pp76-93
    • H. H. Albers, "Organized Executive Action: Decision Making, Communication, and Leadership", New York: Wiley
    • I. C. Baker, "Leadership: requisites of the leader", Vital Speeches, 27, pp503-506
    • Bernard M. Bass, "Some aspects of attempted, successful, and effective leadership", Journal of Applied Psychology, Vol 45, n°2, pp120-122
    • F. Massarik, R. Tannenbaum, I. R. Weschler, "Leadership and organization", New York: McGraw-Hill
    • S. Verba, "Small groups and political behavior: A study of leadership", Princeton, N.J: Princeton University Press
  • 1962,
    • G. M. Beal, J. M. Bohlen, J. N. Raudabaugh, "Leadership and DynamicGroup Action", Ames, Iowa: the Iowa State University Press
    • Roy E. Carter, Jr., Peter Clarke, "Public Affairs Opinion Leadership Among Educational Television Viewers", American Sociological Review, Vol 27, n°6, Dec., pp792-799
    • Edwin A. Fleishman, Edwin F. Harris, "Patterns of leadership behavior related to employee grievances and turnover", Personnel Psychology, Vol 15, pp43-56
    • S. Graubard et G. Holton, dir., Excellence and Leadership in a Democracy, New York: Columbia University Press
    • D. Kipnis et W. P. Lane, "Self confidence and leadership", Journal of Applied Psychology, 46, pp291-295
  • 1963, Ralph M. Stogdill, "Manual for the leader behaviour description questionnaire, Form XII", Colombus, OH: Bureau of Business Research, Ohio State University
  • 1964,
    • Robert R. Blake et Jane S. Mouton, "The managerial grid", Houston, Gulf Publishing Company
    • Fred Fiedler, "A contingency model of leader effectiveness", In: L. Berkowitz, dir., "Advances in experimental social psychology", Vol 1, New York: Academic Press, pp149–190
    • Edwin Hollander, "Leaders, groups, and influence", New York: Oxford University Press
    • O. E. Klapp, "Symbolic leaders", Chicago, IL: Aldine
  • 1965,
    • T. W. Adorno, "Democratic leadership and mass manipulation", In: A. W. Gouldner, dir., "Studies in leadership: Leadership and democratic action", New York: Russell & Russell, pp417-421
    • W. W. Burke, "Leadership behavior as a function of the leader, the followers,and the situation", Journal of Personality, 33, pp60-81
    • D. Cartwright, "Influence, leadership, control", In: James G. March, dire., "Handbook of organizations", Chicago: Rand McNally
    • Amitai Etzioni, « Dual Leadership in Complex Organizations », American Sociological Review, vol 30, n°5, octobre, pp688-698
    • A. W. Gouldner, dir., "Studies in leadership: Leadership and democratic action", New York: Russell & Russell
  • 1966, D. G. Bowers, S. E. Seashore, "Predicting organizational effectiveness with a four-factor theory of leadership", Administrative Science Quarterly, 11, pp238-263
  • 1967,
    • Ken H. Blanchard et Paul Hersey, “Life-cycle theory of leadership”, Training and Development Journal, 23, pp26-34
    • D. G. Bowers, S. E. Seashore, "Peer leadership within work groups", Personnel Administration, 30, pp45-50
    • Fred Fiedler, "A Theory of Leadership Effectiveness", McGraw-Hill, New York
  • 1968,
    • John Adair, "Training for Leadership", Macdonald
    • D. Cartwright, A. Zander,"Leadership: An introduction", IN: D. Cartwright & A. Zander, dir., "Group Dynamics: Research and Theory", 3e. London: Tavistock
    • Amitai Etzioni, E. Lehman, "Dual leadership in a therapeutic organization", Revue Internationale De Psychologie Appliquee, 17(1), pp51-67
    • B. Sarachek, "Greek concepts of leadership", Academy of Management Journal, Vol 11, pp39–48
  • 1969,
    • Nathan Axelrod, "Executive Leadership", Bobbs
    • R. Blanchard, "The Leader Looks at the Consultative Process", Washington: Leadership Resources
    • D. G. Bowers, "The Effects of Group Composition and Work Situation Upon Peer Leadership", Ann Arbor, Michigan: University of Michigan Institute for Social Research
    • J. Cosentino et D. Kipnis, "Use of leadership powers in industry", Journal of Applied Psychology, 53, pp460-466
    • C. A. Gibb, "Leadership", In: G. Lindzey & E. Aronson, dir., "The handbook of social psychology", 2d ed., vol 4. Reading, Mass.: Addison-Wesley, pp205-282
    • C. A. Gibb, dir., "Leadership", Harmondsworth: Penguin
    • Paul Hersey, K. H. Blanchard, "Life cycle theory of leadership", Training and Development Journal, 23(5), pp26–34
    • Edwin Hollander, J. W. Julian, "Contemporary trends in the analysis of leadership processes", Psychological Bulletin, 71, pp387-397
    • R. K. Merton, "The social nature of leadership", American Journal of Nursing, Vol 69, pp2614–2618

De 1970 à 1979

  • 1970,
    • K. H. Blanchard, Paul Hersey, "A leadership theory for educational administrators", Education, 90, pp303-309
    • Robert Greenleaf, "Servant as Leader", Center for Applied Studies
    • T. Jacobs, "Leadership and Exchange in Formal Organisations", Chichester & New York: Wiley
    • C. W. King et J. O. Summers, "Overlap of opinion leadership across consumer product categories", Journal of Marketing Research, Vol 7, n°1, pp43-50
    • Kevin Marjoribanks, "Bureaucratic Structure in Schools and Its Relationship to Dogmatic Leadership", The Journal of Educational Research, Vol 63, n°8, Apr., pp355-357
  • 1971,
    • R. A. Beaumont, "The young leader", Military Review, 51, pp33-39
    • L. M. Berman, "Supervision, Staff Development, and Leadership", Columbus, Ohio: Merrill
    • Robert J. House, “A path-goal theory of leader effectiveness”, Administrative Science Quarterly, 16(3), pp321-339
    • T. O. Jacobs, "Leadership and exchange in formal organizations", Londres, Alexandria/Human Resources Research Organization
    • Gary Yukl, "Towards a behavioral theory of leadership", Organizational Behavior and Human Performance, vol 6, pp414-440
  • 1972,
    • L. J. Baughman, "Leadership: Academic Research of theory", Carlisle Barracks, Pennsylvania: Army War College
    • O. N. Bradley, "Leadership", Parameters, 1, pp2-8
    • R. J. Burby, "Fundamentals of Leadership: a guide for the supervisor", Reading, Massachusetts: Addison-Wesley
    • S. Lieberson, J. F. O’Connor, "Leadership and organizational performance: A study of large corporations", American Sociological Review, Vol 37, pp117–130
    • J. L. Pierce et J.W. Newstrom, dir., Leaders & the Leadership Process - Readings, Self-assessments & Applications, McGraw-Hill Higher Education
  • 1973,
    • John Adair, "Action-Centred Leadership", New York: McGraw-Hill
    • A. S. Ashour, "The Contingency Model of Leadership Effectiveness: An Evaluation", Organizational Behavior and Human Decision Processes, 9(3), pp339–355
    • J. T. Bonner, "Leadership for Lawmen", FBI Law Enforcement Bulletin, Vol 42, n°12, pp7-9
    • R. P. Butler, E. E. Cureton, "Factor analysis of small group leadershipbehavior", Journal of Social Psychology, 89, pp85-89
    • D. A. Butterfield et G. F. Farris, "Are current theories of leadership culture bound’? An empirical test in Brazil", In: E. A. Fleishman et J. G. Hunt, dir., "Current developments in the study of leadership", Carbondale, IL: Southern Illinois University Press, pp105-138
    • J. V. Downton "Rebel leadership: Commitment and charisma in a revolutionary process", New York: Free Press
    • J. A. Miller, "Structuring/destructuring: Leadership in open systems", (Tech. Rep. No. 64), Rochester, N.Y.: University of Rochester, Management Research Center
    • James Owen, "The User of Leadership Theory", Michigan Business Review, January
    • D. J. Stang, "Effects of interaction rate on ratings of leadership and liking", Journal of Personality and Social Psychology, Vol 27, pp405-408
    • A. J. Templer, "Self-perceived and other perceived leadership style using the leader behavior description questionnaire", Personnel Psychology, 26, pp359-367
    • Victor H. Vroom et P. W. Yetton, "Leadership and Decision Making", University of Pittsburgh Press, Pittsburgh
  • 1974,
    • P. J. Burke, "Participation and leadership in small groups", American Sociological Review, 39, pp832-842
    • R. P. Butler, C. L. Jaffee, "Effects of incentive, feedback, and mannerof presenting the feedback on leader behavior", Journal of Applied Psychology, 59, pp332-336
    • M. D. Cohen, J. C. March, "Leadership and Ambiguity: The American President", New York: McGraw-Hill
    • Robert J. House et G. Dessler, "The path-goal theory of leadership: some post hoc and a priori tests", In: J. G. Hunt et L. L. Anderson, dir., Contingency Approaches to Leadership, Carbondale, IL: Southern Illinois
    • Robert J. House et T. R. Mitchell, “Path-Goal Theory Of Leadership", Journal of Contemporary Business, 3, pp81–97
      • Repris en 1974, In: J. L. Pierce et J. W. Newstrom, dir., Leaders & the Leadership Process, Readings, Selfassessments & Applications, McGraw-Hill Higher Education, pp140-146
    • H. S. Lewis, "Leaders and followers: Some anthropological perspectives", Addison-Wesley Module in Anthropology n° 50. Reading, Mass.: Addison-Wesley
    • P. L. Riedesel, "Bales reconsidered: A critical analysis of popularity and leadership differentiation", Sociometry, Vol 37, pp557-564
    • Ralph M. Stogdill, "Historical trends in leadership theory and research", Journal of Contemporary Business, 3(4), pp1-17
    • Ralph M. Stogdill, "Handbook of leadership", New York: Free Press
  • 1975,
    • K. M. Bartol, M. S. Wortman Jr., "Male versus female leaders: effects on perceived leader behavior and satisfaction in a hospital", Personnel Psychology, 28, pp533-547
    • R. G. Boutillier, R. M. Sorrentino, "The effect of quantity and quality of verbal interaction on leadership ability", Journal of Experimental Social Psychology, Vol 11, pp403-411
    • C. N. Greene, "The reciprocal nature of influence between leader and subordinate”, Journal of Applied Psychology, 60, pp187-193
    • J. G. Hunt & L. L. Larson, dir., "Leadership Frontiers", Kent, OH: Kent State University Press
    • J. G. Hunt et R. N. Osborn, "An adaptive-reactive theory of leadership: the role of macro variables in leadership research", In: J. G. Hunt & L. L. Larson, dir., "Leadership frontiers", Kent, OH: Comparative Administration Research Institute, Kent State University, pp27-44
    • A. G. Jago et Victor H. Vroom, "Perceptions of leadership style: Superior and subordinate descriptions of decision making behavior", In: J. G. Hunt & L. L. Larson, dir., "Leadership Frontiers", Kent, OH: Kent State University Press
    • T. W Johnson et J. E. Stinson, "The path-goal theory of leadership: A partial test and suggested refinement", Academy of Management Journal, 18, pp242–252
    • J. Miner, "The uncertain future of the leadership concept: An overview", în: G. Hunt, L. Larson, dir., "Leadership frontiers", Kent, OH: Kent State University Press
    • R. M. Stogdill, "The evolution of leadership theory", Proceedings of the Academy of Management, New Orleans, pp4–6
  • 1976,
    • Chris Argyris, "Increasing Leadership Effectiveness", New York: John Wiley & Sons
    • K. M. Bartol, D. A. Butterfield, "Sex effects in evaluating leaders", Journal of Applied Psychology, 61, pp446-454
    • D. D. Braun, "Alienation and participation: a replication comparing leaders and the ' mass'", Journal of Political and Military Sociology, pp245-259
    • C. Bunch, B. Fisher, "What future for leadership?", Quest, Vol 2, pp2-13
    • J. A., Castellaneta, G. Constantinidis, C. R. Fortuno, D. J. Stang, "Actual versus perceived talkativeness as determinants of judged leadership, popularity, and likeableness", Bulletin of the Psychonomic Society, Vol 8, pp44-46
    • Robert J. House, S. Kerr, C. A. Schriesheim, "Leader initiating structure: a reconciliation of discrepant research results and some empirical tests", Organizational Behavior and Human Performance, 15, pp297-321
    • J. Pandey, "Effects of leadership style, personality characteristics and methods of leader selection on members’ leaders’ behavior", European Journal of Social Psychology, Vol 6, pp475–489
  • 1977,
    • T. D. Affourit, "LEAP (Leadership Evaluation and Analysis Program) at organizational efficiency", Marine Corps Gazette, 61, pp25-26
    • G. A. Baker, "Motivating positively is another way of saying leadership", Marine Corps Gazette, 61, pp43-50
    • J. C. Barrow, "The variables of leadership: A review and conceptual framework", Academy of Management Review, 2, pp231-251
    • J. C. Barrow, "Some aspects of attempted, successful, and effective leadership", Academy of Management Review, 2, pp252-276
    • A. M. Biondi, R. B. Noller, S. J. Parnes, dir., Guide to creative action. NYC: Scribners
    • A. M. Bird, "Team structure and success as related to cohesiveness and leadership", Journal of Social Psychology, 103, pp217-223
    • D. M. Bishop, "Leadership, followership, and unit spirit: reflections ona year in Vietnam", Air Force Magazine, 60, pp52-56
    • J. P. Campbell, "The cutting edge of leadership: An overview", In: J. G. Hunt et L. L. Larson, dir., "Leadership: The cutting edge", Carbondale: Southern Illinois University Press
    • Cal W. Downs & Terry Pickett, "An analysis of the effects of nine leadership — group compatibility contingencies upon productivity and member satisfaction", Communication Monographs, Vol 44, n°3, August, pp220-230
    • T. Gordon, "Leadership Effectiveness Training", Wyden Books
    • Robert K. Greenleaf, "Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness", New York: Paulist Press
      • Nouvelle édition en 1983, Mahwah, NJ: Paulist Press
    • J. G. Hunt et L. L. Larson, dir., "Leadership: The cutting edge", Carbondale: Southern Illinois University Press
    • S. Kerr et C. A. Schriesheim, "Theories and measures of leadership: a critical appraisal of current and future directions", In: J.G. Hunt & L.L. Larson, dir., "Leadership: the cutting edge, Carbondale: Southern Illinois University Press, pp9-45
    • C. Jeddy LeVar, "The Nixon court: a study of leadership”, The Western Political Quarterly, Vol 30, n°4, pp484-492
    • M. M. Lombardo et M. W. McCall, dir., Leadership: Where Else Can We Go? Durham, NC: Duke University Press
    • M. Maccoby, "The gamesman: the new corporate leaders", Simon & Schuster, New York
    • A. J. Melcher, "Leadership models and research approaches", In: J. G. Hunt & L. Larson, dir., "Leadership: The cutting edge", Carbondale: Southern Illinois University Press, pp94-108
    • R. H. Miles et M. M. Petty, "Leader effectiveness in small bureaucracies", Academy of Management Journal, 20, pp238–250
    • S. J. Parnes, "Creative leadership", In N/S-LTI-G/T, A new generation of leadership. Los Angeles, CA: N/S-LTI-G/T, Brief No. 4
    • J. Pfeffer, "The Ambiguity of Leadership", In: M. M. Lombardo et M. W. McCall, dir., Leadership: Where Else Can We Go? Durham, NC: Duke University Press
    • Ralph M. Stogdill, "Leadership: abstracts and bibliography 1904 to 1974", Columbus: College of Administrative Science, Ohio State University
  • 1978,
    • H. L. Alexander, "Horizontal Leadership", Army, 28, pp45-46
    • Steven H. Appelbaum, “A Profile of Leadership and Motivation Within a Closed Hospital Climate", Health Care Management Review, Vol 3, n°1, Winter, pp77-85
    • J. K. Beatty, J. A. Hales, "The infantry platoon leader", Infantry, 68, pp22-27
    • R. A. Beaumont, "A challenge to professionalism: leadership selection", Military Review, 58, pp77-87
    • E. J. Bloustein, "Leadership: We want it! We need it! We fear it!", Field Artillery Journal, 46, pp45-47
    • P. M. Bons et L. S. Csoka, "Manipulating the situation to fit the leader's style—Two validation studies of Leader Match", Journal of Applied Psychology, 63, pp295-300
    • James M. Burns, "Leadership", New York: Harper and Row
    • James M. Burns, "Leadership and followership", Leadership, pp18-23
    • C. Fraser, "Small groups: structure and leadership", In: H. Tajfel & C. Fraser, dir., "Introducing Social Psychology", Harmondsworth: Penguin Books, pp176-200
    • Gary Johns, "Task Moderators of the Relationship between Leadership Style and Subordinate Responses", The Academy of Management Journal, Vol 21, n°2, Jun., pp319-325
    • Izzettin Kenis, "Leadership Behavior, Subordinate Personality, and Satisfaction with Supervision", The Journal of Psychology, Vol 98, n°1, January, pp99-107
    • M. M. Lombardo, M. W. McCall, "Leadership", In: M. W. McCall Jr. & M. M. Lombardo, dir., Leadership: Where else can we go?, Durham, NC: Duke University
    • Paul C. Nystrom, "Managers and the hi-hi leader myth", Academy of Management Journal, Vol 21, n°2, Juin, pp325–331
    • Victor H. Vroom et G. Jago, "On the validity of the Vroom Yetton model", Journal of Applied Psychology, 63, pp151–162
  • 1979,
    • M. Baetz et Robert J. House, "Leadership: Some empirical generalizations and new research directions", In: B. M. Staw, dir., Research in organizational behavior, vol. 1, Greenwich, CT: JAI Press, pp341-423
    • L. J. Berkes et J. M. Jermier, "Leader behavior in a police command bureaucracy: A closer look at the quasi-military model", Administrative Science Quarterly, 24, pp1-23
    • S. M. Brown, "Male versus female leaders: A comparison of empirical studies", Sex Roles, 5, pp595-611
    • J. M. Burns, "Two excerpts from leadership", Educational Leadership, 36(6), pp380-383
    • R. H. G. Field, "A critique of the Vroom-Yetton contingency model of leader behavior", Academy of Management Review, 4(2), pp249-257
    • T. Heller, R. T. Stein, "An empirical analysis of the correlations between leadership status and participation rates reported in the literature", Journal of Personality and Social Psychology, Vol 37, pp1993-2002
    • R. J. House, M. Baetz, "Leadership: Some empirical generalisations and new research directions", In: B. Staw, dir., "Research in Organisational Behaviour", Greenwich, Conn.: JAI Press
    • M. Maccoby, "Leadership needs of the 1980’s", Current Issues in Higher Education, Vol 2, pp17–23
    • L. Sayles, "Leadership: What effective managers really do ... and how they do it", New York: McGraw-Hill

De 1980 à 1984

  • 1980,
    • Arthur Blumberg et William Greenfield, "The Effective Principal: Perspectives on School Leadership", Boston: Allyn and bacon
    • J. J. Corson, "Leaders and leadership", Public Administration Review, 40(6), pp630-634
    • A. Jago et Victor H. Vroom, "An evaluation of two alternatives to the Vroom/Yetton Normative Model", Academy of Management Journal, 23, pp347–355
    • E. C. Meyer, "Leadership: A return to the basics", Military Review, 60(7), pp4–9
    • B. Schultz, "Communicative correlates of perceived leaders", Small Group Behaviour, Vol 11, pp175-191
  • 1981,
    • A. A. Abdel-Halim, “Personality and Task Moderators of Subordinate Responses to Perceived Leader Behavior”, Human Relations, Vol 34, pp73-88
    • Robert R. Blake et Jane S. Mouton, "Management by Grid® Principles or Situationalism: Which?", Group and Organization Management, December, vol 6, n°4, pp439-455
    • R. A. Beaumont, "The implications of 3C for leadership", In: J. Buck et Korb, dir., "Military Leadership. Beverly Hills", California: Sage Publications
    • G. O. Ferris, K. M. Rowland, "Leadership, job perceptions, and influence: A conceptual integration", Human Relations, Vol 34, pp1069–1077
    • LaWanda F. Cox, "Lincoln and Black Freedom: A Study in Presidential Leadership", Columbia: University of South Carolina Press
    • Bertha S. Laury et Marion Wijnberg, "Transforming traditional supervisors into team leaders", Social Work With Groups, Vol 4, n°1-2, November, pp169-180
    • L. Mulligan, G. Mulligan, "Reconstructing restoration science: Styles of leadership and social composition of the early royal society", Social Studies of Science, Vol 11, pp327–364
    • R. C. Tucker, "Politics as leadership", Columbia, MO: University of Missouri Press
    • Gary A. Yukl, "Leadership In Organizations", New York: Prentice Hall
      • seconde édition en 1989, Englewood Cliffs, NJ: Prentice Hall
      • 3ème édition en 1994, Englewood Cliffs, NJ: Prentice-Hall
      • 5ème édition en 2001, Englewood Cliffs, NJ: Prentice-Hall
      • 6ème édition en 2006, Upper Saddle River, NJ: Pearson/Prentice Hall
  • 1982,
    • R. E. Boyatzis, David C. McClelland, "Leadership motive pattern and long-term success in management", Journal of Applied Psychology, 67(6), pp737-743
    • K. E. Davis, "The status of black leadership: Implications for black followers in the 1980s", Journal of Applied Behavioral Science, 18, pp309-322
      • Repris en 2009, In: Peter G. Northouse, dir., Leadership. Theory and Practice, SAGE
    • R. H. G. Field, "A test of the Vroom-Yetton normative model of leadership", Journal of Applied Psychology, 67(5), pp523-532
    • J. G. Hunt et R. N. Osborn, "Toward a macro-oriented model of leadership: An odyssey", In: J. B. Hunt, U. Sekaran et C. A. Schriesheim, dir., "Leadership: Beyond establishment views", Carbondale, IL: Southern Illinois University Press
    • Robert G. Lord et James S. Phillips, "Schematic information processing and perceptions of leadership in problem-solving groups", Journal of Applied Psychology, 67/4, pp486-492
    • J. B. Miner, "The uncertain future of the leadership concept: Revisions and clarifications", Journal of Applied Behavioral Science, 18, pp293-307
    • G. Morgan et L. Smircich, "Leadership: The Management of Meaning", Journal of Applied Behavioural Science, vol 18, n°2, pp257-273
    • Chester A. Schriesheim, "The Great High Consideration: High Initiating Structure Leadership Myth: Evidence on its Generalizability", The Journal of Social Psychology, April, Vol 116, pp221-228
    • G. Morgan et L. Smirich, “Leadership: The Management of Meaning”, In: J. L. Pierce et J. W. Newstrom, dir., "Leaders & the Leadership Process", Readings, Selfassessments & Applications, McGraw-Hill Higher Education, pp17-21
    • R. P. Vecchio, "A further test of leadership effects due to between-group variation and within-group variation", Journal of Applied Psychology, Vol 67, pp200-208
  • 1983,
    • John Adair, "Effective Leadership", Gower
    • C. Hodgkinson, "The Philosophy of Leadership", Oxford, England: Basil Blackwell
    • J. G. Hunt, R. N. Osbom, H. J. Martin, "A multiple influence model of leadership", Alexandria, VA: U. S. Army Institute for the Behavioral and Social Sciences
    • D. A. Kenny et S. J. Zaccaro, "An Estimate of the Variance Due to Traits in Leadership", Journal of Applied Psychology, 68(4), pp678-685
    • D. L. Krueger, et P. O. Zamarripa, "Implicit contracts regulating small group leadership", Small Group Behavior, 14, pp187-210
    • Robert G. Lord, James S. Phillips et Michael Rush, "Effects of a temporal delay in rating on leader behavior descriptions: A laboratory investigation", Journal of Applied Psychology, 66, pp442-450
    • Robert G. Lord, "An information processing approach to social perceptions, leadership perceptions and behavioral measurement in organizational settings", In: B. L. Staw et L. L. Cummings, dir., "Research in organizational behavior", Vol 7, Greenwich, CT: JAI Press, pp85-128
    • A. Zaleznik, "The leadership gap", Washington Quarterly, 6, pp32-39
  • 1984,
    • J. Adams, R. W. Rice, D. Instone, "Follower attitudes toward women and judgments concerning performance by female and male leaders", Academy of Management Journal, 27(3), pp636-643
    • R. A. Alexander, K. P. Carson, J. E. Smith, "Leadership: It can make a difference", Academy of Management Journal, Vol 27, pp765-776
    • O. Behling, C. F. Rauch, "Functionalism: Basis for an alternate approach to leadership", In: J. G. Hunt, D- M. Hosking, C. A. Schriesheim & R. Stewart, dir., "Leaders and Managers: International perspectives on managerial behaviour and leadership", New York: Pergamon
    • D. Anthony Butterfield et Gary N. Powell, "The "High-High" Leader Rides Again!", Group Organization Management, December, vol 9, n°4, pp437-450
    • J. M. Burns, "The power to lead: The crisis of the American Presidency", New York: Simon & Schuster
    • Martin M. Chemers, "Contemporary leadership theory", In: J. T. Wren, dir., "The leader’s companion: Insights on leadership throughout the ages", New York, NY: The Free Press, pp83-99
    • T. E. Cronin, "Thinking and learning about leadership", Presidential Studies Quarterly, 14(1), pp22–34
    • Christy L. DeVader, Roseanne J. Foti et Robert G. Lord, "A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions", Organizational Behavior and Human Performance, 34/3, pp343-378
    • D. M. Hosking, I. E. Morley, "Decision making and negotiation: Leadership and social skills", In: M. Gruneberg & T. Wall, dir., "Social Psychology and Organisational Behaviour", New York & Chichester: Wiley
    • D-M. Hosking, J. G. Hunt, C. A. Schriesheim & R. Stewart, dir., "Leaders and Managers: International perspectives on managerial behaviour and leadership", New York and Oxford: Pergamon Press
    • Barbara Kellerman, "Leadership: Multidisciplinary perspectives", London: Prentice-Hall
    • B. Khadra, “Leadership, Ideology and Development in the Middle East”, Journal of Asian and African Studies, 19: 3/4, pp288-239
    • Will McWhinney, "Alternative Realities: Their Impact on Change and Leadership", Journal of Humanistic Psychology, 24(4), pp7–38
    • R. E. Quinn, "Applying the Competing Values Approach to leadership: Towards an integrative framework", In: D-M. Hosking, J. G. Hunt, C. A. Schriesheim & R. Stewart, dir., "Leaders and Managers: International perspectives on managerial behaviour and leadership", New York and Oxford: Pergamon Press, pp10-27
    • C. R. Rees et M. D. Segal, "Role differentiation: The relationship between instrumental and expressive leadership", Small Group Behaviour, Vol 15, n°1, pp109-123
    • Thomas J. Sergiovanni, “Leadership as cultural expression”, J. Steven Ott, dir., Classic Readings in Organizational Behavior, Pacific Grove, CA: Brooks/Cole Publishing Co., pp335-343
    • D. K. Simonton, "Genius, creativity, and leadership", Cambridge, MA: Harvard Univ. Press
    • P. Yetton, "Leadership and supervision", In: M. Gruneberg, T. Wall, dir., "Social

Psychology and Organisational Behaviour", Chichester: Wiley

De 1985 à 1989

  • 1985,
    • L. Ackerman, “Leadership vs. Managership”, Leadership & Organization Development Journal, Vol 6, n°2, pp17-19
    • J. Adams, J. D. Richards, "A policy capturing approach to examine relationships between attitudes and leadership style", Psychological Reports, 57, pp1279-1289
    • J. Adams et J. D. Yoder, "Effective Leadership for Women and Men", Norwood, New Jersey: Ablex Publishing Corporation
    • Bruce G. Barnett, "Principals creating case studies of one another: The peer-assisted leadership program 1", Peabody Journal of Education, Vol 63, n°1, September, pp174-186
    • Warren Bennis et B. Nanus, "Leaders: strategies for taking charge", Dryden, NY: Dryden Press
    • W. Burke, E. A. Richley, L. DeAngelis, "Changing leadership and planning processes at the Lewis Research Center, National Aeronautics and Space Administration", Human Resource Management, 24(1), pp81–90
    • K. Chung, M. Lubatkin, "Leadership origin and organizational performance in prosperous and declining firms", Academy of Management Proceedings, pp25-29
    • H. Cleveland, "The knowledge executive: Leadership in an information society", New York: Dutton
    • Gregory H. Dobbins, "Effects of Gender on Leaders' Responses to Poor Performers: An Attributional Interpretation", The Academy of Management Journal, Vol 28, n°3, Sep., pp587-598
    • Joe Gowaskie, "John Mitchell and the anthracite mine workers: Leadership conservatism and rank-and-file militancy", Labor History, Vol 27, n°1, December, pp54-83
    • J. Heider, "The Tao of leadership: Lao Tzu’s Tao Te Ching adapted for a new age", Atlanta: Humanics Limited
    • Robert G. Lord, "An information processing approach to social perceptions, leadership and behavioral measurement in organizations", Research in Organizational Behavior, 7, pp87-128
  • 1986,
    • G. M. Alliger, C.L. DeVader et R.G. Lord, "A Meta-analysis of the Relation Between Personality Traits and Leadership Perceptions: An Application of Validity Generalization Procedures", Journal of Applied Psychology, 61, pp402-410
    • J. W. Blades, "Rules for Leadership: Improving Unit Performance", Washington,: National Defense University Press
    • A. I. Bryman, "Leadership and Organizations", Routledge and Kegan Paul, London
    • W. W. Burke, "Leadership as empowering others", In: S. Srivasta, dir., "Executive Power", Jossey-Bass, San Francisco, pp51-77
    • John H. Childers Jr., "Group leadership training and supervision: A graduate course", The Journal for Specialists in Group Work, Vol 11, n°1, March, pp48-52
    • Richard M. Dienesch et Robert C. Liden, "Leader-Member Exchange Model of Leadership: A Critique and Further Development", The Academy of Management Review, Vol 11, n°3, Jul., pp618-634
    • G. H. Dobbins et S. J. Platz, "Sex differences in leadership: How real are they?", Academy of Management Review, 11, pp118-127
    • D. Duke, "The aesthetics of leadership", Education Administration Quarterly, 22 (7), pp7-27
    • B. A. Fisher, "Leadership: When does a difference make a difference?", In: R.Y. Hirokawa & M.S. Poole, dir., "Communication and Group Decision-Making", Beverly Hills: Sage, pp197-215
    • Robert E.C. Frey, J. Jeffries McWhirter, "Development of group leaders: A pregroup training and supervision model", The Journal for Specialists in Group Work, Vol 11, n°1, March, pp25-29
    • G. Gemmill, "The mythology of the leader role in small groups", Small Group Behavior, 17(1), pp41-48
    • C. F. Graumann & S. Moscovici, dir., "Changing conceptions of leadership", New York: Springer-Verlag
    • D. Groh, "The dilemma of unwanted leadership in social movements: The German example before 1914", In: G. F. Graumann & S. Moscovici, dir., "Changing conception of leadership", New York: Springer-Verlag
    • D. M. Hosking, I. E. Morley, "The skills of leadership", In: G. Debus & H-W Schroiff, dir., "The Psychology of Work and Organisation", North Holland: Elsevier, pp273-280
    • John White, "Excellence in leadership reaching goals with prayer, courage, and determination", Downers Grove, IL InterVarsity Press
  • 1987,
    • W. C. Borman, "Personal constructs, performance schemata, and “folk theories” of subordinate effectiveness: Explorations in an Army officer sample", Organizational Behavior and Human Decision Processes, 40, pp369-389
    • Alan Bryman, "The generalizability of leadership theory", Journal of Social Psychology, 127, pp129-141
    • J. K. Clemens et D. F. Mayer, "The classic touch: Lessons in leadership from Homer to Hemingway", Chicago: Contemporary Books
    • S. F. Cronshaw et R. G. Lord, "Effects of categorization, attribution, and encoding processes on leadership perceptions", Journal of Applied Psychology, 72, pp97-106
    • J. W. Gardner, "Leaders and followers", Liberal Education, 73(2), pp6-8
    • T. H. Hammer et J. M. Turk, "Organizational determinants of leader behavior and authority", Journal of Applied Psychology, 72(4), pp674-682
    • M. Heilman, H. Hornstein, E. Mone, R. Tartell, "Responding to contingent leadership behavior", Organizational Dynumics, Spring, pp56-65
    • J. Mahoney, "Leadership Effectiveness Analysis: A Facilitator's Guide", Portland, ME: Management Research Group
    • C. Miller, "Leadership", Colorado Springs, CO: Navpress
    • M. Sashkin, "A new vision of leadership", The Journal of Management Development, 6(4), pp19-28
    • D. G. Winter, "Leader appeal, leader performance, and the motives profile of leaders and followers: A study of American presidents and elections", Journal of Personality and Social Psychology, 52, pp196-202
  • 1988,
    • F. G. Bailey, "Humbuggery and manipulation: The art of leadership", Ithaca: Cornell University Press
    • B. R. Baliga, H. P. Dachler, J. G. Hunt, C. A. Schriesheim, dir., "Emerging leadership vistas", Lexington, MA: Lexington Books, DC Heath
    • B. R. Baliga et J. G. Hunt, "An organizational life cycle approach to leadership", In: B. R. Baliga, H. P. Dachler, J. G. Hunt, C. A. Schriesheim, dir., "Emerging leadership vistas", Lexington, MA: Lexington Books, DC Heath, pp125-149
    • D. Banner, J. Blasingame, "Towards a Developmental Paradigm of Leadership", Leadership and Organizational Development Journal, 9(4)
    • Paul V. Bredeson, "Communications as a Measure of Leadership in Schools: A Portraiture of School Principals", The High School Journal, Vol 71, n°4, Apr. - May, pp178-186
    • S. K. Britt, M. B. Clark, F. H. Freeman, "Leadership education ’87: A source book", Greensboro, N.C.: Center for Creative Leadership
    • T. Case, L. Dosier, C. Murkison, B. Keys, "How managers influence superiors: A study of upward influence tactics", Leadership and Organizational Development Journal, l 9(4), pp25-31
    • D. V. Day, Robert G. Lord, "Executive leadership and organizational performance: Suggestions for a new theory and methodology", Journal of Manugemenr, 14, pp453-464
    • Peter Drucker, "Leadership: More Doing Than Dash", Wall Street Journal, January, 6: 14
    • R. M. Fulmer et M. Sashkin, "Toward an organizational leadership theory", In: J. G. Hunt, B. R. Baliga, H. P. Dachler & C. A. Schriesheim, dir., "Emerging leadership vistas", Lexington, MA: Lexington Books, DC Heath, pp51-65
    • R. Hartshorn, D. McCreight, J. Prather, "A team leadership development program: The Elementary Science Education Institute (ESEI)", Education, 108(4), p454
    • J. Heider, "Tao of Leadership", Bantam Books
    • D. M. Hosking, "Organizing, leadership, and skilful process", Journal of Management Studies, 25(2), pp147-166
    • A. G. Jago et Victor H. Vroom, "The new leadership: Managing participation in organizations", Englewood Cliffs, NJ: Prentice Hall
    • Dorothy B. James, "Television and the Syntax of Presidential Leadership", Presidential Studies Quarterly, Vol 18, n°4, Images and Issues '88, Fall, pp737-739
    • Manfred F. R. Kets de Vries, "Ties that bind the leader and the led", In: J. A. Conger et R. N. Kanungo, dir., "Charismatic leadership. The elusive factor in organizational effectiveness". San Francisco: Jossey-Bass, pp237-252
    • John P. Kotter, "The leadership factor", New York: Free Press
    • G. Little, "Strong Leadership", Oxford University Press, Melbourne
    • Michael Maccoby, "Why Work: Leading the New Generation", New York: Simon & Schuster
    • W. Manchester, "Manchester on leadership", Modern Maturity, 31(5), pp40–46, pp108–111
    • R. E. Numerof et J. Seltzer, "Supervisory leadership and subordinate burnout", Academy of Management Journal, 31, pp439–446
    • E. Romanelli, M. L. Tushman, "Executive leadership and organizational outcomes: An evolutionary perspective", In: D. J. Hambrick, dir., "The executive effect: Concepts and methods for studying top managers", Greenwich, CT: JAI Press, pp129-146
    • Marshall Sashkin, "The visionary leader", In: J. A. Conger et R. N. Kanungo, dir., "Charismatic leadership. The elusive factor in organizational effectiveness". San Francisco: Jossey-Bass, pp122-160
    • V. J. Vanderslice, "Separating Leadership from Leaders: An Assessment of the Effect of Leader and Follower Roles in Organizations", Human Relations, 41, pp677-696

1989

  • J. Adair, "Great Leaders", Talbot Adair Press, Guildford
  • L. Angus, "‘New’ leadership and the possibility of educational reform", In: J. Smyth, dir., "Critical Perspectives on Educational Leadership", London, The Falmer Press, pp63-92
  • J. L. Badaracco, R. R. Ellsworth, "Leadership and the Quest for Integrity", Boston: Harvard Business School Press.
  • E. M. Bensimon, A. Neumann, R. Birnbaum, "Making Sense of Administrative Leadership: The "L" Word in Higher Education", Washington DC: George Washington University
  • Teresa A. Chandler et Gail T. Fairhurst, "Social structure in leader-member interaction", Journal: Communication Monographs, Vol 56, n°3, September, pp215-239
  • Max DePree, "Leadership is an art", New York: Dell Publishing
    • M. L. Doherty, S. W. J. Kozlowski, "Integration of climate and leadership: Examination of a neglected issue", Journal of Applied Psychology, 74, pp546-553
  • R. Ellis et Aaron Wildavsky, "Dilemmas of presidential leadership: from Washington through Lincoln", New Jersey: Transaction Publishers
  • W. Foster, "Toward a critical practice of leadership", In: J. Smyth, dir., "Critical Perspectives on Educational Leadership", Falmer Press, London and New York, NY, pp39-62
  • J. G. Hunt, A. R. Korukonda, "Pat on the back vs. kick in the pants: An application of cognitive inference to the study of leader reward and punishment behaviors", Group and Organization Studies, 14, pp299-334
    • T. O. Jacobs et E. Jaques, "Leadership in complex systems", In: J. A. Zeidner, dir., "Human productivity enhancement", Vo1 2: Organizations andpersonnel, New York: Praeger
    • M. Kets De Vries, "Prisoners of Leadership", John Wiley & Sons, New York, NY
    • Joseph F. Kobylka, "Leadership on the Supreme Court of the United States: chief justice Burger and the establishment clause", The Western Political Quarterly, Vol 42, n°4, pp545-568
    • Smadar Lavie, "When Leadership Becomes Allegory: Mzeina Sheikhs and the Experience of Military Occupation", Cultural Anthropology, Vol 4, n°2, May, pp99-136
    • M. Maccoby, "Leadership for our time", In: L. Atwater & R. Penn, dir., "Military leadership: Traditions and future trends", Annapolis: U.S. Naval Academy, pp41-46
    • J. R. Meindl, "Managing to be fair: An exploration of values, motives, and leadership", Administrative Science Quarterly, 34, pp252-276
    • Terence R. Mitchell et William G. Scott, "The Universal Barnard: His Meta-Concepts of Leadership in the Administrative State", Public Administration Quarterly, Vol 13, n°3, Fall, pp295-320
    • Max De Pree, "Leadership Is an Art", New York: Doubleday
    • Gary A. Yukl, “Managerial Leadership: A Review of Theory and Research”, Journal of Management, Vol 15, n°2, pp251-289

De 1990 à 1994

1990

  • R. H. Bates, W. T. Bianco, "Cooperation by Design: Leadership, Structure, and Collective Dilemmas", The American Political Science Review, vol 84, pp133-147
  • V. J. Bentz, "Contextual issues in predicting high level leadership performance: contextual richness as a criterion consideration in personality research with executives", In: K. E. Clark, M. B. Clark, dir., "Measures Of Leadership", Leadership Library of America, West Orange, NJ, pp131-143
  • K. Clark et M. Clark, dir., "Measures of Leadership", Greensboro: Centre for Creative Leadership
  • W. Cohen, "The art of the leader", Engelwood Cliffs, NJ: Prentice Hall
  • J. A. Conger, “The dark side of leadership”, Organizational Dynamics, 19 (2), pp44-55
  • S. R. Covey, "Principle-centered leadership", New York: Fireside Books
  • J. O. Crom, "What’s New in Leadership?", Executive Excellence(January), pp15-16
  • J. M. Dukerich, M. L. Nichols, D. R. Elm, D. A. Vollrath, "Moral reasoning in groups: Leaders make a difference", Human Relations, Vol 43, pp473−493
  • A. Eagly et B. Johnson, "Gender and the emergence of leaders: A meta-analysis", Psychological Bulletin, 108, pp233-256
  • H. G. Field et Robert J. House, "A test of the Vroom-Yetton model using manager and subordinate reports", Journal of Applied Psychology, 75(3), pp362-366
  • H. G. Field, D. A. van Seters, "The evolution of leadership theory", Journal of organizational change management, 3(3), pp29-45
  • J. Gardner, "On Leadership", New York: The Free Press
  • C. A. Higgins et J. M. Howell, "Leadership behaviors, influence tactics, and career experiences of champions of technological innovation", Leadership Quarterly, 1, pp249-264
  • John A. Kline, "Communications for the Leader", In: Richard I. Lester et A. Glenn Morton,, dir., "AU-24 Concepts for Air Force Leadership", Maxwell AFB, Ala.: Air University
  • J. Kotter, "A Force for Change: How leadership differs from management", New York: Free Press
  • K. W. Kuhnert et C. J. Russell, "Using constructive developmental theory and biodata to bridge the gap between personnel selection and leadership", Journal of Management, 16, pp595-607
  • Robert G. Lord, Karen J. Maher, "Leadership perceptions and leadership performance: Two distinct but interdependent processes", In: J. Carroll, dir., "Advances in applied social psychology: Business settings (Volume 4)", Hillsdale, NJ: Erlbaum, pp129-154
  • James R. Meindl, "On leadership: An alternative to the conventional wisdom", In: B. M. Staw et L. L. Cummings, dir., "Research in organizational behavior", Greenwich/London: JAI Press, pp159-203
  • Judy Roesner, "Ways women lead", Harvard Business Review, November - December, 68(6), pp119–125
  • T. J. Sergiovanni, "Value-added leadership", New York: Harcourt Brace Jovanovich

1991

  • M. R. Barrick, D. V. Day, R. G. Lord, R. A. Alexander, "Assessing the utility of executive leadership", The Leadership Quarterly, 2(1), pp9–22
  • Richard L. Andrews, Margaret R. Basom & Myron Basom, "Instructional leadership: Supervision that makes a difference", Theory Into Practice, Vol 30, n°2, March, pp97-101
  • J. Arvonen et G. Ekvall, “Change-centered Leadership: An Extension Of The Two-Dimensional Model”, Scandinavian Journal of Management, 7, pp17-26
  • James A. Autry, "Love and Profit: The Art of Caring Leadership", New York: William Morrow and Company
  • Ruchi Behari, Jayesh Ranjan, "Leader's Attribution of Subordinate's Poor Task Performance: Some Further Empirical Considerations", Indian Journal of Industrial Relations, Vol 27, n°1, Jul., pp83-91
  • L. G. Bolman, "Reframing Organisations: Artistry, Choice and Leadership", San Francisco, Jossey-Bass Inc, Publishers
  • L. G. Bolman et T. E. Deal, "Leading and managing: effects of context, culture, and gender", Educational Administration Quarterly, Vol 28, n°3, pp13-14
  • C. C. Chen, J. R. Meindl, "The construction of leadership images in the popular press: The case of Donald Burr and People Express", Administrative Science Quarterly, 36, pp521-551
  • S. D. Clement, E. Jaques, "Executive leadership: A practical guide to managing complexity", Arlington, VA: Cason Hall
  • T. Darcy, B. H. Kleiner, “Leadership for Change in a Turbulent Environment”, Leadership and Organization Development Journal, 12(5), pp12-16
  • A. H. Eagly et S. J. Karau, "Gender and the emergence of leaders: A meta-analysis", Journal of Personality and Social Psychology, 60, pp685-710
  • E. A. Fleishman, M. B. Hein, M. D. Mumford, S. J. Zaccaro, K. Y. Levin, A. L. Korotkin, "Taxonomic efforts in the description of leadership behavior: A synthesis and functional interpretation", Leadership Quarterly, 2, pp245-287
  • J. Gilbert, M. D. Mumford, K. K. Thor, S. J. Zaccaro, "Leadership and social intelligence: Linking social perceptiveness and behavioral flexibility to leader effectiveness", Leadership Quarterly, (2), pp317−331
  • James G. Hunt, "Leadership: A new synthesis", Newbury Park: Sage
  • T. O. Jacobs, E. Jaques, "Executive leadership", IN: Gal R., Manglesdorff A. D., dir., "Handbook of military psychology", New York, Wiley
  • Robert G. Lord et Karen J. Maher, "Leadership and information processing. Linking perceptions and performance", Boston: Unwin Hyman
  • Thierry C. Pauchant, "Transferential leadership. Towards a more complex understanding of charisma in organizations", Organization Studies, 12/4, pp507-527
  • Joseph C. Rost, "Leadership For the Twenty-First Century", Westport Connecticut, London: Praeger
  • Henry L. Tosi, "The Organization as a Context for Leadership Theory: A Multilevel Approach", Leadership Quarterly, Vol 2, n°3, pp205-228
  • D. G. Winter, "A motivational model of leadership: predicting long-term management success from TAT measures of power motivation and responsibility", Leadership Quarterly, 2(2), pp67–80

1992

  • Mats Alvesson, "Leadership as Social Integrative Action. A Study of a Computer Consultancy Company", Organization Studies, April, Vol 13, n°2, pp185-209
  • L. Atwater, F. Yammarino, "Does self-other agreement on leadership perceptions moderate the validity of leadership and performance predictions?", Personnel Psychology, 45, pp141-164
  • C. Beatty, L. Gloria, A. Lee, "Leadership among middle managers – an exploration in the context of technological change”, Human Relations, Vol 45, n°9, pp957-990
  • J. M. Bryson, B. C. Crosby, "Leadership for the Common Good: Tackling Public Problems in a Shared-Power World", San Francisco, CA: Jossey-Bass Publishers
  • K. E. Clark, M. B. Clark, D. P. Campbell, "Impact of Leadership", Greensboro, NC: Center for Creative Leadership.
  • S. Covey, "Principle-Centered Leadership", Simon and Schuster
  • Max DePree, "Leadership jazz", New York: Dell Publishing
  • D. Eden, "Leadership and expectations: Pygmalion effects and other self-fulfilling prophecies in organizations", Leadership Quarterly, Vol 3, pp271-335
  • G. Gemmill et J. Oakley, "Leadership: An alienating social myth?", Human Relations, vol 45, n°2, p113-129
  • Stacia L. Haynie, "Leadership and consensus on the U.S. Supreme Court", The Journal of Politics, Vol 54, n°4, pp1158-1169
  • C. Hogg, M. Syrett, "Frontiers of Leadership", Oxford: Basil Blackwell
  • V. Huber, P. M. Podsakoff, M. L. Williams, "Effects of group-level and individual-level variation in leader behaviors on subordinate attitudes and performance", Joumal of Occupational and Organizational Psychology, Vol 65, pp115-129
  • M. Javidan, "Managers on Leaders: Developing a Profile of Effective Leadership in Top Management", In: K. E. Clark, M. B. Clark, D. P. Campbell, dir., "Impact of Leadership", Greensboro, NC: Center for Creative Leadership, pp47-58
  • D. Knights et H. Willmott, "Conceptuaiizing Leadership Processes: A Sudy of Senior Managers in a Financial Services Company", Journal of Management Studies, 29, pp761-782
  • R. A. Levit, "Meaning, Purpose, and Leadership", The International Forum for Logotherapy, 15, pp71-75
  • Jean Lipman-Blumen, "Connective leadership", Sociological Perspectives, vol 35, n°1, pp183–203
  • P. Lorenzi, H. P. Sims, "The New Leadership Paradigm. Social learning and cognition in organizations", Newbury Park: Sage
    • A. Majumdar, M. Smolenyak, "What is leadership?", The Journal for Quality and Participation, July/August, 15(4), pp28-32
    • James R. Meindl, "Reinventing leadership: A radical, social psychological approach", In: K. Muringhan, dir., "Social psychology in organizations: Advances in theory and research", Englewood Cliffs: NJ: Prentice Hall, pp159-203
  • S. W. Morse, "Making leadership personal and universal", Innovative Higher Education, fall, pp71-77
  • J. Rost, A. Smith, "Leadership: A postindustrial approach", European Management Journal, Vol 10, pp193-200
  • D. Rutherford, "Appraisal in action: A case study of innovation and leadership", Studies in Higher Education, June, 17(2), pp201-210
    • Richard L. Schott, "Abraham Maslow, Humanistic Psychology, and Organization Leadership: A Jungian Perspective", Journal of Humanistic Psychology Winter, 32, pp106-120
    • Gary Yukl, D. D. Van Fleet, "Theory and research on leadership in organization", In: M. D. Dunnette et L. M. Hough, dir., "Handbook of Industrial and Organisational Psychology, Palo Alto, CA: Consulting Psychologist Press, 2nd ed, pp127-197
    • Abraham Zaleznik, "Managers and Leaders: Are They Different?", Harvard Business Review, March-April, pp126-135

1993

  • Deborah Alexander, Kristi Andersen, "Gender as a Factor in the Attribution of Leadership Traits", Political Research Quarterly, Vol 46, n°3, Sep., pp527-545
  • L. Atwater, F. Yammarino, "Personal attributes as predictors of superiors' and subordinates' perceptions of military academy leadership", Human Relations, 46, pp645-668
  • R. Ayman et M. M. Chemers, dir., "Leadership theory and research: Perspectives and directions", San Diego, CA: Academic Press
  • Jose Edgardo Campos, "Leadership and the principle of shared growth: Insights into the Asian miracle", Asian Journal of Political Science, Vol 1, n°2, December, pp1-38
  • M. Citera, R. Cropanzano, K. James, "A goal hierarchy model of personality, motivation, and leadership", Research in Organizational Behavior, Vol 15, pp267–322
  • D. Cochran, M. Schnake, M. Dumler, "The relationship between traditional leadership, super leadership and organizational citizenship", Group & Organization Management, Vol 18, pp352-365
  • Florence L. Denmark, "Women, Leadership, and Empowerment", Psychology of Women Quarterly, September, vol 17, n°3, pp343-356
  • Brenda Gameau, Carol Irizarry, Ruth Walter, "Social Work Leadership Development Through International Exchange", Social Work in Health Care, Vol 18, n°3-4, October, pp35-46
  • J. M. George, "Leader positive moral and group performance: The case of customer service", Journal of Applied Psychology, Vol 25, pp778-794
  • M. F. R. Kets de Vries, "Leaders, fools and impostors: Essays on the psychology of leadership". California: Jossey-Bass
  • Robert G. Lord et K. J. Maher, "Leadership and information processing: Linking perceptions and performance", London: Routledge
  • James R. Meindl, "Reinventing leadership: A radical, social psychological approach", In: J. K. Murnighan, dir., "Socialpsychology in organizations Englewood Cliffs, NJ: Prentice-Hall, pp89-118
  • Joseph C. Rost, "Leadership development in the new millennium", Journal of Leadership Studies, 1(1), pp92-110
  • Joseph C. Rost, "Leadership for the twenty-first century", Westport, CT: Praeger
  • J. J. Rotemberg, G. Saloner, "Leadership Styles and Incentives", Management Science, 39 (11), pp1299-1318
  • R. Starratt, "The Drama of Leadership", London: Farmer Press

1994

  • J. D. W. Beck, N. M. Yeager, "The Leader’s Window: Mastering the Four Styles of Leadership to Build Higher-Performing Teams", New York, John Wiley, Inc.
  • W. C. Byham, J. George, J. M. Wilson, R. S. Wellins, "Leadership trapeze: Strategies for leadership in team-based organizations", Jossey-Bass Publishers
  • G. Capowski, “Anatomy of a Leader: Where are the Leaders of Tomorrow?”, Management Review, March, pp10-17
  • R. W. Clement, "Culture, Leadership, and Power: The Key to Organizational Change", Business Horizons, January-February, pp33-39
  • Jay A. Conger, "Spirit at work: Discovering the spirituality in leadership", San Francisco: Jossey-Bass
  • G. J. Curphy, R. Hogan, J. Hogan, "What we know about leadership", American Psychologist, Vol 49, pp493-504
    • David V. Day et Charlotte R. Gerstner, "Cross-cultural comparison of leadership prototypes", Leadership Quarterly, 5/1, pp121-134
    • W. H. Drath et C. J. Palus, "Making common sense: Leadership as meaning-making in a community of practice", Greensboro: Center for Creative Leadership
    • Ronald A. Heifetz, "Leadership Without Easy Answers", Cambridge, Mass: The Belknap Press of Harvard University Press
    • R. D. Herman, "The Jossey-Bass Handbook of Nonprofit Leadership and Management", San Francisco, CA: Jossey-Bass
    • E. J. Hill et S. Weiner, "Effective Leadership in a Mobile Environment", Mt. Pleasant, N.Y.: IBM
    • A. G. Jago, Le leadership. Perspectives théoriques et recherche, In: C. Louche, dir., Individu et organisation, Neuchâtel, Delachaux et Niestlé, pp113-136
    • S. King, "What is the latest on leadership?", Management Development Review, 7(6), pp7-9
    • M. D. Klakovich, "Connective leadership for the 21st - century - A historical - perspective and future - directions", Advances in Nursing Science, 16(4), pp42-54
  • Victor Levintan, Sheila M. Puffer, Christa L. Walck, Max Waterman, "Understanding the Bear: A Portrait of Russian Business Leaders [and Executive Commentary]", The Academy of Management Executive (1993-2005), Vol 8, n°1, Feb., pp41-61
  • M. Loeb, "Where leaders come from", Fortune, 130(6), pp241-242
  • Toon van Meijl, "Maori hierarchy transformed: The secularization of tainui patterns of leadership", History and Anthropology, Vol 7, n°1-4, November, pp279-305
    • Gregory Mixon, "Henry Mcneal Turner Versus the Tuskegee Machine: Black Leadership in the Nineteenth Century", Journal of Negro History, 79, pp363-380
    • K. Nair, "A higher standard of leadership: Lessons from the life of Gandhi", San Francisco: Berrett-Koehler
    • P. J. Palmer, "Leading from within: Reflections on spirituality and leadership", Washington: The Servant Leadership School
    • G. Wills, "Certain trumpets: The nature of leadership", New York: Simon & Schuster
    • Gary Yukl, "Leadership in Organizations", Englewood Cliffs, NJ: Prentice-Hall

De 1995 à 1999

1995

  • C. T. Adams, F. D. Perlmutter, “Leadership in Hard Times: Are Nonprofits Well-served?”, Nonprofit and Voluntary Sector Quarterly, 24 (3), pp253-262
  • D. Pounder, R. Ogawa, E. Adams, "Leadership as an organization-wide phenomena: Its impact on school performance", Educational Administration Quarterly, 31(4), pp564-588
  • C. Alexander, H. Harung, D. Heaton, "A unified theory of leadership: Experiences of higher states of consciousness in world-class leaders", Leadership and Organizational Development Journal, 16(7), pp44-59
  • H. Bienen, J. Londregan, N. van de Walle, “Ethnicity and Leadership Succession in Africa”, International Studies Quarterly, 39:1, pp1-25
  • W. Blank, "The 9 Natural Laws of Leadership", New York, AMACOM, a division of American Management Association
  • L. G. Bolman et T. E. Deal, "Leading with soul: An uncommon journey of the spirit", San Francisco: Jossey Bass
  • R. T. Ogawa, S. T. Bossert, "Leadership as an organizational quality", Educational Administration Quarterly, Vol 31, pp224-243
  • A. A. Cannella et W. G. Rowe, "Leader capabilities, succession, and competitive context: A study of professional baseball teams", Leadership Quarterly, 6, pp69-88
  • Ira Chaleff, "The Courageous Follower: Standing up to and for our leaders", San Fransisco: Berrett-Koehler
  • M. Chemers, "Contemporary Leadership Theory", In: J. T. Wren, dir., "The Leader's Companion: Insights on Leadership through the Ages", New York, NY: Simon and Schuster, pp83-99
  • D. Clancy, R. Webber, "Roses and Rust: Redefining the Essence of Leadership in a New Age", Chatswood, NSW, Business & Professional Publishing
  • C. C. Cogliser, & L. L. Neider, C. A. Schriesheim, "Is it 'trustworthy?' A multiple levels-of-analysis reexamination of an Ohio State leadership study, with implications for future research", Leadership Quarterly, 6, pp111-145
  • D. Cottrell, A. Perry, "Leadership counts at Sears", Training & Development, July, 49(7), pp32-34
  • T. E. Cronin, "Leadership and democracy", In: J. T. Wren, dir., "The leaders companion: Insights on leadership through the ages", New York: The Free Press, pp303-309
  • R. A. Couto, "Defining a citizen leader", In: J. T. Wren, dir., "The leaders companion: Insights on leadership through the ages", New York: The Free Press, pp11-17
  • F. Dansereau, "A dyadic approach to leadership: Creating and nurturing this approach under fire", Leadership Quarterly, Vol 6, pp479-490
  • F. Dansereau, S. E. Markham, F. J. Yammarino, "Leadership: The multiple-level approaches", Leadership Quarterly, 6, pp251-263
  • D. R. Denison, R. Hooijberg, R. E. Quinn, "Paradox and performance: Toward a theory of behavioral complexity in managerial leadership", Organization Science, Vol 6, pp524–540
  • W. H. Drath, C. J. Palus, "Evolving leaders", Greensboro, NC: Center for Creative Leadership
  • A. H. Eagly, S. Karau, M. Makhijani, "Gender and the effectiveness of leaders: A meta-analysis", Journal of Personality and Social Psychology, 117, pp125-145
  • E. A. Fleishman, "Consideration and structure : Another look at their role in leadership research", In: F. Dansereau & F. J. Yammarino, dir., "Leadership : The multiple-level approaches", Stamford, CT : JAI Press, pp51-60
  • H. Gardner, "Leading Minds: An Anatomy of Leadership", New York: Basic Books
  • John W. Gardner, "Leadership in large-scale organized systems", In: J. T. Wren, dir., "The leaders companion: Insights on leadership through the ages", New York: The Free Press, pp297-302
  • E. J. Hill et S. P. Weiner, "Effective Leadership in a Telework Environment: A Training Needs Analysis", Presented at the annual conference of The American Psychological Society, New York, New York
  • R. J. House, "Leadership in the 21st century: A speculative inquiry", In: A. Howard, dir., "The changing nature of work", San Francisco, CA: Jossey-Bass, pp411-450
  • J. G. Hunt et A. Ropo, "Multi-level leadership: Grounded theory and mainstream theory applied to the case of general motors", The Leadership Quarterly, 6, pp379−412
  • Doris Jantzi, Kenneth Leithwood, R. Steinbach, "Changing leadership for changing times", Buckingham, UK: Open University Press
  • Walter Kimbrough, "Self-Assessment, Participation, and Value of Leadership Skills, Activities and Experiences for Black Students Relative to Their Membership in Historically Black Fraternities and Sororities", Journal of Negro Education, 64, pp63-64
  • C. T. Lewis, "The grammar of leadership education", Journal of Leadership Studies, Vol 2, pp3-12
  • C. Mabey, "The making of a citizen leader", In: J. T. Wren, dir., "The leaders companion: Insights on leadership through the ages", New York: The Free Press, pp310-317
  • R. Middlehurst, "Changing Leadership in Universities", In: T. Schuller, dir., "The Changing University?", Buckingham: Open University Press and SRHE
  • B. Nanus, "Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization”, San Francisco, CA: Jossey-Bass Publishers
  • J. W. Newstrom et J. L. Pierce, "Leaders & the Leadership Process - Readings, Self-assessments & Applications", McGraw-Hill Higher Education
  • James O’Toole, "Leading Change: Overcoming the Ideology of Comfort and the Tyranny of Custom", San Francisco, CA: Jossey-Bass Publishers
  • D. Page, "The Significance of Leadership Development for African Government Operations", In: S. Adjibolosoo, dir., "The Significance of the Human Factor in African Economic Development", Westport CT: Praeger, pp73-90
  • L. C. Spears, dir., "Reflections on leadership: How Robert K. Greenleaf's theory of servant-leadership influenced today's top management thinkers", New York, NY: Wiley
  • J. Weese, "Leadership and organizational culture", Journal of Sport Management, Vol 9, pp119-133
  • J. T. Wren, dir., "The leaders companion: Insights on leadership through the ages", New York: The Free Press

1996

  • M. A. Abramson, “In search of the new leadership”, Government Executive, 28 (Sep)(9), pp9-13
  • Ram Aditya, Robert House et Norman Wright, "Cross-Cultural Research on Organizational Leadership: A Critical Analysis and a Proposed Theory", In: P. Christopher Earley and Miriam Erez, dir., New Perspectives on International Industrial/Organizational Psychology, Ch. 20, pp535-625
  • M. Alvesson, "Leadership studies: From procedure and abstraction to reflexivity and situation", Leadership Quarterly, 7(4), pp455-485
  • D. E. Beck, C. C. Cowan, "Spiral Dynamics: Mastering Values, Leadership, and Change", Oxford: Blackwell
  • Richard Beckhard, Frances Hesselbein et Marshall Goldsmith, "The Leader of the Future: New Visions, Strategies, and Practices for the Next Era", San Francisco: Jossey-Bass
  • Gregory A. Bigley, Lyman W. Porter et Richard M. Steers, dir., "Motivation and Leadership at Work", New York: McGraw-Hill
  • S. M. Bornstein, A. F. Smith, "The puzzles of leadership", In: Richard Beckhard, Marshall Goldsmith, Frances Hesselbein, dir., "The Leader of the Future: New Visions, Strategies, and Practices for the Next Era", San Francisco, Jossey-Bass Inc, Publishers, pp281-292
  • M. Bridges, "Leading the de-jobbed organization", In: Richard Beckhard, Marshall Goldsmith, Frances Hesselbein, dir., "The Leader of the Future: New Visions, Strategies, and Practices for the Next Era", San Francisco, Jossey-Bass Inc, Publishers, pp11-18
  • Alan Bryman, “Leadership in organizations”, In: Clegg Stewart, Cynthia Hardy, Walter Nord, dir., Handbook of Organization Studies, Sage Publications, pp276-292
  • Alan Bryman, David Gillingwater, Iain McGuinness, "Leadership and organizational transformation", International Journal of Public Administration, Vol 19, n°6, January, pp849-872
  • B. Comforth, J. R. W. Joplin, J. C. Wofford, "Use of simultaneous verbal protocols in analysis of group leaders’ cognitions", Psychological Reports, 79, pp847-858
  • S. R. Covey, "Three roles of the leader in the new paradigm", In: Richard Beckhard, Marshall Goldsmith, Frances Hesselbein, dir., "The Leader of the Future: New Visions, Strategies, and Practices for the Next Era", San Francisco, Jossey-Bass Inc, Publishers, pp149-159
  • P. B. Crosby, "The Absolutes of Leadership", San Diego, Pfeiffer & Company
  • Philippe De Backer, Charles Farkes, "Maximum Leadership", Henry Holt and Company: New York
  • A. C. DeCrane, "A constitutional model of leadership", In: F. Hesselbein, M. Goldsmith, R. Beckhard, dir., "The Leader of the Future: New Visions, Strategies, and Practices for the Next Era", San Francisco, Jossey-Bass Inc, Publishers, pp249-256
  • C. Dickenson, "Leadership styles of senior executive service managers". In: K. W. Parry, dir., "Leadership research and practice: Emerging themes and new challenges", Melbourne, Australia: Pitman Publishing/Woodslane, pp139-152
  • G. T. Fairhurst, R. A. Sarr, "The art of framing: Managing the language of leadership", San Francisco: Jossey-Bass
  • C. Handy, "The New Language of Organizing and Its Implications for Leaders", In: F. Hesselbein, M. Goldsmith et R. Beckhard, dir., The Leader of the Future: New Visions, Strategies, and Practices for the Next Era. San Francisco: Jossey-Bass
  • Sally Helgesen, "Leading from the grass roots", In: Richard Beckhard, Marshall Goldsmith, Frances Hesselbein, dir., "The Leader of the Future: New Visions, Strategies, and Practices for the Next Era", San Francisco, Jossey-Bass Inc, Publishers, pp19-24
  • E. Jaques, "Requisite Organization: A Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century", Arlington, VA: Cason Hall & Co., 2ne édition révisée
  • J. Jaworski, "Synchronicity", The inner path of leadership, San Francisco: Berrett-Koehler
  • R. N. Kanungo, M. Mendonca, "Learning organization: The role of executive leadership", Productivity, 37(1), pp25-31
  • J. Kotter, "Leading Change", Boston: Harvard Business School Press
  • Jean Lipman-Blumen, "The Connective Edge: Leading in an Interdependent World", San Francisco: Jossey-Bass
  • Jean Lipman-Blumen, "Connective leadership: Managing in a changing world", New York: Oxford University Press
  • B. Lloyd, "A new approach to leadership", Leadership & Organization Development Journal, 17(7), pp29-32
  • Gifford Pinchot, "Creating Organizations with Many Leaders", In: Richard Beckhard, Frances Hesselbein, Marshall Goldsmith, dir., "The Leader of the Future: New Visions, Strategies, and Practices for the Next Era", San Francisco, Jossey-Bass, pp25-39
  • J. Ramos, A. Zornoza, "Relationships betv/een leadership and professionals' job attitudes and perceptions: comparison of two leadership models", Work & Stress, Vol 10, pp195-208
  • B. Robnett, "African-American Women in the Civil rights Movement, 1954-1965: Gender, Leadership, and Micro Mobilization", American Journal of Sociology, 101(6), pp1661-1693
  • S. A. Stumpf, “Applying new science theories in leadership development activities”, Journal of Management, 14(5), pp39-49
  • S. J. Zaccaro, "Models and theories of leadership", Alexandria, VA: U.S. Army Research Institute for the Behavioral and Social Sciences

1997

  • P. Abetti, "Convergent and divergent technological and market strategies for global leadership", International Journal of Technology Management, 14(6-8), pp635-657
  • Ram N. Aditya et Robert J. House, "The Social Scientific Study of Leadership: Quo Vadis?", Journal of Management, 23, pp409–473
  • R. Barker, "How can we train leaders if we don’t know what leadership is?", Human Relations, 50, pp343-362
  • R. Beckhard, M. Goldsmith, F. Hesselbein, "The leader of the future: New visions, strategies, and practices for the next era", San Francisco, CA: Jossey-Bass
  • P. U. Bender, "Leadership From Within", Toronto, ON: Stoddart
  • P. Blunt, M. L. Jones, "Exploring the limits of Western leadership theory in East Asia and Africa", Personnel Review, 26(1), p6
  • L. G. Bolman et T. E. Deal, "Reframing organizations: Artistry, choice and leadership", San Francisco: Jossey-Bass, 2nde édition
  • M. A. Bowman, "Popular approaches to leadership. Leadership: Theory and practice", Thousand Oaks, CA: Sage Publications
  • M. B. Calas, L. Smircich, "Voicing seduction to silence leadership", In: K. Grint, dir., "Leadership: Classical, contemporary and critical approaches", Oxford: Oxford University Press
  • M. Card, S. H. Spooner, R. Keenan, "Determining if shared leadership is being practiced: Evaluation methodology", Nursing Administration Quarterly, 22(1), pp47-56
  • L. Chang, S. G. Cohen, G. E. Ledford, "A Hierarchical Construct of Self-management Leadership and its Relationship to Quality of Work Life and Perceived Work Group Effectiveness", Personnel Psychology. 50: pp275-308
  • M. M. Chemers, "An integrative theory of leadership", Mahwah, NJ: Erlbaum
  • E. Cohen et N. M. Tichy, "The leadership engine: how winning companies build leaders at every level", New York: Harper-Collins
  • T. J. Covin, T. A. Kolenko, K. W. Sightler, R. K. Tudor, "Leadership style and post-merger satisfaction", Journal of Management Development, Vol 16, n°1, pp22-33
  • Max DePree, "Leading without power: Finding hope in serving community", San Francisco: Jossey-Bass, Inc. Publishers
  • Brian Fidler, "School of Leadership: some key ideas", School Leadership & Management, Vol 17, n°1, p24
    • Keith Grint, "Leadership: Classical, Contemporary and Critical Approaches", Oxford: Oxford University Press
    • R. A Heifetz et D. L. Laurie, "The work of leadership", Harvard Business Review, 75(1), pp124-134
  • James Henderson, "Transformative Curriculum Leadership", Teaching Education, Vol 9, n°1, June, pp39-40
  • M. Horner, “Leadership theory: past, present and future“, Team Performance Management, Vol 3, n°4, pp270–287
  • R. J. House, R. N. Aditya, "The Social Scientific Study of Leadership : Quo Vadis?", Journal of Management, 23(3), pp409-473
  • G. S. Insch, J. E. Moore, L. D. Murphy, "Content analysis in leadership research: Examples, procedures and suggestions for future use", Leadership Quarterly, 8, pp1−25
  • K Galen Kroeck, Kevin B Lowe, Nagaraj Sivasubramaniam, "In the Eye of the Beholder: A New Approach to Studying Folk Theories of Leadership", Journal of Leadership and Organizational Studies, Vol 4, n°2, pp27-42
  • K. Leithwood, R. Sherill, R. Steinbach, "Leadership and Team Learning in Secondary Schools", School Leadership & Management, october, 17(3), pp303-326
    • Jean Lipman-Blumen, "Connective leadership: A new paradigm", Drucker Magazine, vol 1, n°1, pp12–19
    • L. R. Matusak, "Finding your voice : Learning to lead-- anywhere you want to make a difference", San Francisco, CA: Jossey-Bass
  • K. L. Murrell, "Emergent theories of leadership for the next century: Towards relational concepts", Organization Development Journal, 15(3), pp35-42
  • C. R. Schwenk, "The case for ‘weaker leadership’", Business Strategy Review, Vol 8, pp4–9
  • Peter M. Senge, "Communities of Leaders and Learners", Harvard Business Review, 75(5), pp30–32
  • Noel Tichy, "The leadership engine: How winning companies build leaders at every level", New York: HarperCollins Publishers

1998

  • R. Abzug et S. Phelps, "Everything old is new again: Barnard's legacy - lessons for participative leaders", Journal of Management Development, 17(3), pp207-218
  • A. Ardichvili, R. N. Cardozo, A. Gasparishvili, "Leadership Styles and Management Practices of Russian Entrepreneurs: Implications for Transferability of Western HRD Interventions", Human Resource Development Quarterly, 9 (2), pp145-155
  • Tania Aspland, Ross Brooker, Bob Elliott, Ian Macpherson, "Putting professional learning up front: a perspective of professional development within a context of collaborative research about curriculum leadership", Journal of In-Service Education, Vol 24, n°1, March, pp73-86
  • Y. Baruch, "Leadership - Is That What We Study?", The Journal of Leadership Studies, 5(1), Winter, pp100-124
  • J. Beaubien, "Leadership evolution", Executive Excellence, Vol 15, n°5, p12
  • Robert Behn, "What Right Do Public Managers Have to Lead?", Public Administration Review, 58(3), pp209–225
  • Peter Block, "From Leadership to Citizenship", In: L. C. Spears, dir., "Insights on Leadership: Service, Stewardship, Spirit, and Servant-Leadership", New York, John Wiley & Sons, Inc, pp87-95
  • W. G. Bowen, H. T. Shapiro, "Universities and Their Leadership", New Jersey, USA: Princeton University Press
  • D. L. Bradford et A. R. Cohen, "Power up: Transforming organizations through shared leadership", New York: John Wiley & Sons, Inc.
  • A. H. Church et J. Waclawski, "The relationship between individual personality orientation and executive leadership behavior", Journal of Occupational and Organizational Psychology, 71, pp99-125
  • Jay A. Conger, "Leading organizations: perspectives for an new era", New York: American Management Association
  • R. K. Conyne, "Personal experience and meaning in group work leadership: The views of experts", Journal for Specialists in Group Work, Vol 23, pp245-256
  • S. B. Craig et S. Gustafson, "Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity", The Leadership Quarterly, 9(2), pp127-145
  • J. R. Darling, A. K. Fischer, "Developing the management leadership team in a multinational enterprise", European Business Review, 98(2), pp100-108
  • Dolores Delgado Bernal, "Grassroots Leadership Reconceptualized: Chicana Oral Histories and the 1968 East Los Angeles School Blowouts", Frontiers: A Journal of Women Studies, Vol 19, n°2, Varieties of Women's Oral History, pp113-142
  • N. Eggert, "Contemporary Leadership for Entrepreneurial Organizations: Paradigms, Metaphors, and Wicked Problems", Westport: CT: Quorum
  • R. Fisher, et A. Sharp, "Getting it done: How to lead when you’re not in charge", New York: Harper Collins
  • G. T. Gabris et S. A. Maclin, “The Leadership Enigma: toward a model of organizational optimism”, Journal of Management History, 4, pp334-349
  • G. W. George, "Leadership jazz: Selected themes for orchestrating nonprofit quality", Nonprofit World, March/April, 11(2), pp28-32
  • Daniel Goleman, "What Makes a Leader?", Harvard Business Review, 76(6), pp93-102
  • Raymond D. Gordon, "A New Concept of Leadership", Executive Excellence, 15 (4), p19
  • S. K. Green, L. R. Offermann, C. J. Schroyer, "Leader attributions for subordinate performance: Consequences for subsequent leader interactive behaviors and ratings", Journal of Applied Social Psychology, 28, pp1125-1139
  • Keith Grint, "Determining the Indeterminacies of Change Leadership", Management Decision, 36, pp503-508
  • James Henderson, "Transformative Curriculum Leadership", Teaching Education, Vol 9, n°2, January, pp69-70
  • J. T. Hennessey, "Reinventing Government: Does Leadership Make the Difference?", Public Administration Review, 58(6), pp522–532
  • B. E. Hermalin, “Toward an Economic Theory of Leadership: Leading-by-example”, American Economic Review, 88 (5), pp1188-1206
  • G. R. Hickman, "Leadershp and the social imperative of organizations in the 21st century", In: G. R. Hickman, dir., "Leading organizations: Perspectives for a new era", Thousand Oaks, CA: Sage, pp559-571
  • J. Jaworski, "Synchronicity: The Inner Path of Leadership", San Francisco: Berrett-Koehler
  • Al Kaltman, "Cigars, Whiskey and Winning: Leadership Lessons from Ulysses S. Grant", Paramus, NJ: Prentice Hall Press
    • J. R. Katzenbach, "The irony of senior leadership teams", The Journal for Quality and Participation, 21(3), pp8-15
  • D. T. Kyle, "The four powers of leadership : Presence, intention, wisdom, compassion", Deerfield Beach, FL: Health Communications
  • J. Mayfield, M. Mayfield, "Increasing worker outcomes by improving leader follower relations", Jourrnal of Leadership Studies, Vol 5, pp72-81
  • G. E. McClomb, J. Shin, "Top executive leadership and organizational innovation: An empirical investigation of nonprofit human service organizations (HSOs)", Administration in Social Work, 22(3), pp1-21
  • M. E. McGill, J. W. Slocum, "A little leadership, please?", Organizational Dynamics, Vol 26, n°3, Winter
  • L. P. Prince, "The Neglected Rules: On Leadership and Dissent", In: A. Coulson, dir., "Trust and Contracts: Relationships in Local Government, Health and the Public Services", Bristol: Policy Press
  • R. H. Reeves-Ellington, "Leadership for Socially Responsible Organizations", The Leadership and Organizational Development Journal, 19(2), pp97-105
  • Larry C. Spears, dir., "Insights on Leadership", New York, NY: John Wiley & Sons, Inc.
  • L. Sperry, "Executive Leadership, Character and Spirituality of Work", Organiszational and Occupational Psychiatry Bulletin, 7(1)
  • T. Takala, "Plato on Leadership", Journal of Business Ethics, Vol 17, pp785-798
  • V. Vroom, A. Yago, "Situation effects and levels of analysis in the study of leadership participation", In: F. Dansereau & Francis Yammarino, dir., "Leadership: the multiple-level approaches", Stamford, CT: JAI Press, pp145-160
  • Gary Yukl, "Leadership in Organizations", Upper Saddle River, NJ: Prentice- Hall, Inc.

1999

  • N. Adler, "Global women leaders", In: D. Cooperrider & J. Dutton, dir., "Organizational Dimensions of Global Change", London: Sage Publishing, pp320-345
  • H. Bergmann, K. Hurson et D. Russ-Eft, "Everyone a Leader: A grassroots model for the new workplace", New York: John Wiley and Sons
  • D. J. Brown, S. J. Freiberg, Robert G. Lord, "Understanding the dynamics of leadership: The role of followerhip self-concepts in the leader/follower relationship", Organisational Behaviour and Human Performance, Vol 78, pp167-203
  • D. M. Butlet, R. D. Herman, "Effective ministerial leadership", Nonprofit Management & Leadership, 9(3), Spring, pp229-239
  • L. L. Carli et A. H. Eagly, "Gender effects on social influences and emergent leadership", In: G. N. Powell, dir., "Handbook of gender and work", Thousand Oaks, CA: Sage, pp203-222
  • Robert Chappell, Managing Upside Down: The Seven Intentions Of Values-Centered Leadership, William Morrow
  • J. M. Citrin et T. J. Neff, "Lessons from the top : The search for America's best business leaders", New York: Currency/Doubleday
  • John K. Clemens et Douglas F. Mayer, The Classic Touch: Lessons in Leadership from Homer to Hemingway, Lincolnwood, IL: NTC/Contemporary Books.
  • C. Clements, J. B. Washbush, "The two faces of leadership: Considering the dark side", Journal of Workplace Learning, 11, pp146-148
  • V. E. Cooley, C. D. Ruhl-Smith, J. Shen, "Quality and Impact of educational leadership programs: A national study", Journal of Leadership Studies, Vol 6, n°1/2, pp3-16
  • I. Dayal, "Can organizations develop leaders: A study of effective leaders", New Delhi, India: Mittal
  • D. De Cremer, Mark Van Vugt, "Leadership in social dilemmas: Social identification effects on collective actions in public goods", Journal of Personality and Social Psychology, 76, pp587-599
  • S. Dobbs et B. Nanus, "Leaders Who Make a Difference", Jossey-Bass, San Francisco
  • B. Dollery et J. Wallis, "Market Failure, Government Failure, Leadership and Public Policy", Macmillan, London
  • S. Einersen et A. Skogstad, “The importance of a change centered leadership style in four organizational cultures”, Scandinavian Journal of Management, 15, pp289-306
  • F. J. Flauto, "Walking the talk: The relationship between leadership and communication competence", Journal of Leadership Studies, Vol 6, pp86-97
  • R. M. Fulmer et S. Wagner, "Leadership: Lessons from the best", Training and Development, 53 (3), pp28-32
  • G. Grendstad et T. Strand, “Organizational types and Leadership roles”, Scandinavian Journal of Management, 15, pp385-403
  • R. Hackett, S. Taggar, S. Saha, "Leadership emergence in autonomous work teams: Antecedents and outcomes", Personnel Psychology, Vol 52, pp899-926
  • B. Harrison, "The Nature of Leadership: Historical Perspectives & the Future", Journal of California Law Enforcement, 33(1), pp24-30
  • L. Hartman, "A psychological analysis of leadership effectiveness", Strategy & Leadership, 27 (6), pp30-32
  • H. Harung, "Invincible Leadership. Building peak performance organizations by harnessing the unlimited power of consciousness", Fairfield, IA: Maharishi University of Management Press
  • Doris Jantzi, K. Leithwood, R. Steinbach, "Changing leadership for changing times", Maidenhead, Philadelphia: Open University Press
  • B. Kellerman, "Reinventing leadership : Making the connection between politics and business", Albany, N.Y.: State University of New York Press
  • S. Kindel et M. Loeb, "Leadership for dummies (REALLY!)", New York: IDG Books Worldwide
  • Sheri R. Klein, "Creating artful leadership", International Journal of Leadership in Education, Vol 2, n°1, January, pp23-30
  • J. A. Kolb, "The effect of gender role, attitude toward leadership, and self-confidence on leader emergence: Implications for leadership development", Human Resource Development Quarterly, 10(4), pp305-320
  • J. Kotter, "What Leaders Really Do", Boston: Harvard Business School Press
    • K. McElrath, B. McNicol, B. Thrall, "The ascent of a leader : How ordinary relationships develop extraordinary character and influence", San Francisco, CA: Jossey-Bass
    • M. G. McIntyre, "Five ways to turn your management team into a leadership team", The Journal for Quality and Participation, 22(4), pp40-44
  • D. L. Neidert, "Four seasons of leadership", Provo, Utah: Executive Excellence Pub
  • J. Nirenberg, "Myths we teach, realities we ignore: Leadership education in business schools", The Journal of Leadership Studies, 5(1), Winter, pp82-99
    • H. Owen, "The spirit of leadership: Liberating the leader in each of us", San Francisco, CA: Berrett-Koehler
    • A. Pelinka, "Politics of the Lesser Evil: Leadership, Democracy and Jaruzelski’s Poland", New Brunswick: Transaction Publishers
  • M. L. Perry, C. L. Pearce, H. P. Sims, "Empowered selling teams: How shared leadership can contribute to selling team outcomes", Journal of Personal Selling & Sales Management, 19(3), pp35-51
  • T. Sergiovanni, "Rethinking leadership: A collection of articles", Arlington Heights, IL: Skylight Professional Development
  • N. Smallwood, D. Ulrich et J. Zenger, "Result-based leadership", Boston: Harvard Business School Press
    • M. Kets De Vries, "High-Performance Teams: Lessons from the Pygmies", Organizational Dynamics, Vol 27, n°3, pp66-77
    • S. Schruijer et L. Vansina, "Leadership and organizational Change: An Introduction", European Journal of Work and Organization Psychology, 8 (1), pp1-8
    • R. Smith et R. Walters, "African American Leadership", South Carolina: SUNY
    • Margaret J. Wheatley, "Leadership and the new science: Discovering order in a chaotic world", San Francisco, CA: Berrett-Koehler

De 2000 à 2004

2000

  • L. D. Ackerman, "Identity is Destiny: Leadership and the Roots of Value Creation", Berrett-Koehler
  • K. Allen et C. Cherrey, "Systemic Leadership: Enriching the Meaning of Our Work", Lanham, MD: University Press of America
  • J. A. Andersen, "‘Leadership and Leadership Research’", In: D.F. Dahiya, dir., "Current Issues in Business Disciplines", Vol. 5: Management II, Spellbound Publications, New Delhi, pp2267–2287
  • J. A. Arnold, S. Arad, J. A. Rhoades, F. Drasgow, "The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors", Journal of Organizational Behavior, 21(3), pp249-269
  • J. L. Badaracco, "Leading quietly: An unorthodox guide to doing the right thing", Boston, MA: Harvard Business School Press
  • T. E. Baker, "Effective Police Leadership: Moving Beyond Management", NY: Looseleaf Law Publications, Inc.
  • C. Bargh, J. Bocock, P. Scott, D. Smith, "University Leadership: The Role of The Chief Executive", Buckingham: Open University Press and SRHE
  • N. Bowie, "A Kantian Theory of Leadership", The Leadership & Organization Development Journal, 21(4), pp185-193
  • R. Charan, S. Drotter et J. Noel, "The Leadership Pipeline", San Francisco: Josey-Bass
  • Martin M. Chemers, C. B. Watson, S. May, "Dispositional affect and leadership effectiveness: A comparison of self-esteem, optimism and efficacy", Personality and Social Psychology Bulletin, Vol 26, pp267-277
  • Mary, Sh. Conelly, Michael D. Mumford, Stephen, J. Zaccaro, "Leadership skills: conclusion and future directions", The Leadership Quartely, Vol 11, n°1, pp150-170
  • T. Cook et N. Emler, "Moral integrity in leadership: Why it matters and why it may be difficult to achieve", In: B. W. Roberts & R. Hogan, dir., Personality psychology in the workplace, Washington, DC: American Psychological Association, pp277-298
  • M. Coyan, L. Ebbers, G. Gallisath, V. Rockel, "The leadership institute for a new century: Linking women and minorities into tomorrow‘s community college leadership roles", Community College Journal of Research and Practice, 24(5), pp376-382
  • Fred Dansereau, Michael Mumford, Fran Yammarino, "Followers, Motivations, and Levels of Analysis: The Case of Individualized Leadership", Leadership Quarterly, 11, pp313-340
  • David Day, "Leadership Development: A Review in Context", Leadership Quarterly, 11(4), pp581–611
  • W. D’hoore, S. Stordeur, C. Vandenberghe, “Leadership styles across hierarchical levels in nursing department”. Nursing Research, 49(1), pp37-43
  • G. E. Dodge et J. G. Hunt, "Leadership déjà vu all over again", The leadership quarterly yearly overview of leadership, 11 (2), pp435-458
  • V. Dulewicz, "Emotional intelligence : the key to future successful corporate leadership", Journal of General Management, Vol 25, n°3, pp1-14
  • P. M. Buzzanell et M. G. Fine, "Walking the high wire: Leadership theorizing, daily acts, and tensions", In: P. M. Buzzanell, dir., "Rethinking organizational and managerial communication from feminist perspectives", Thousand Oaks, CA: Sage, pp128-156
  • Christine Daymon, "Leadership and emerging cultural patterns in a new television station", Studies in Cultures, Organizations and Societies, Vol 6, n°2, December, pp169-195
  • G. E. Dodge et J. G. Hunt, "Leadership déjà vu all over again", The Leadership Quarterly, 11, pp435−458
  • C. P. Egri et S. Herman, “Leadership in the North American Environmental Sector: Values, Leadership Styles, and Contexts of Environmental Leaders and Their Organizations”, Academy of Management Journal, 43, pp571-604
  • C. G. Emrich, Robert G. Lord, "Thinking outside the box by looking inside the box: Extending the cognitive revolution in leadership research", Leadership Quarterly, 11, pp551-579
  • Matthew R. Fairholm et G. Fairholm, “Leadership amid the constraints of trust”, Leadership and Organizational Development Journal, 21(2), pp102-109
  • D. Fiore, "Principal visibility: The key to effective leadership", Schools in the Middle, 9(9), pp32-34
  • E. A. Fleishman, F. D. Harding, O. Jacobs, M. D. Mumford, S. J. Zaccaro, "Leadership skills for a changing world: Solving complex social problems", Leadership Quarterly, 11(1), pp11−35
  • A. Freas, M. Goldsmith et L. Lyons, "Coaching for leadership: How the world’s greatest coaches help leaders learn", San Francisco: Jossey-Bass
  • W. L. Gardner, K. B. Lowe, "Ten years of the leadership quarterly: Contributions and challenges for the future", Leadership Quarterly, 11(4), pp459-514
  • J. M. George, "Emotions and leadership: The role of emotional intelligence", Human Relations, 53(8), pp1027-1055
  • V. M. Godshalk, J. J. Sosik, "Leadership, mentoring functions received, and job-related stress: A conceptual model and preliminary study", Journal of Organizational Behavior, Vol 21, pp365–390
  • Daniel Goleman,“Leadership That Gets Results”, Harvard Business Review, March-April
  • K. Grint, "The Arts of Leadership", Oxford: Oxford University Press
  • E. Ogbonna, L. Harris, "Leadership style, organizational culture and performance: Empirical evidence from UK companies", International Journal of Human Resources Management, 11(4), pp766–788
  • Paul J. Herskovitz et E. E. Klein, "Two Pharaohs of the Bible: Negative Exemplars of Leadership", Journal of Evolutionary Psychology, Vol 21, n°1-2, pp72-75
  • C. Huxham et S. Vangen, "Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world", Academy of Management Journal, 43, pp1159–1175
  • S. Jackson, "A qualitative evaluation of shared leadership barriers, drivers and recommendations", Journal of Management in Medicine, 14(3/4), pp166-178
  • C. Johnson et R. Walters, "Bibliography of African-American Leadership: An Annotated Guide", Greenwood Press.
  • J. Kikul, G. Neuman, "Emergent leadership behaviors: the function of personality and cognitive ability in determining teamwork performance and KSAs", Journal of Business and Psychology, Vol 15, pp27-51
  • Martin Kilson, "The Washington and Du Bois Leadership Paradigms Reconsidered", Annals of the American Academy of Political and Social Science, 568, pp298-313
  • D. van Knippenberg, M. J. Platow, "A social identity analysis of leadership endorsement: The effects of leader ingroup prototypicality and distributive intergroup fairness", Personality and Social Psychology Bulletin, 27, pp1508-1519
  • P. Lindauer, G. Petrie et M. Tountasakis, "Self analysis: A tool to enhance leader effectiveness", Education, 121(2), pp355-365
  • M. J. McCormick, "The influence of goal-orientation and sex-role identity on the development of leadership self-efficacy during a training intervention", Texas A&M University, College Station, TX
  • Afsaneh Nahavandi, "The Art and Science of Leadership", Upper Saddle River, NJ: Prentice- Hall, Inc.
  • R. Pitino, "Lead to success : 10 traits of great leadership in business and life", New York: Broadway Books
  • T. J. Sergiovanni, "The Lifeworld of leadership: Creating culture, community, and personal meaning in our schools", Jossey-Bass: San Francisco, CA
  • V. Shackleton, P. Wale, "Leadership and management", In: N. Chmiel, dir., "Introduction to Work and Organisational Psychology: A European Perspective", Oxford: Basil Blackwell
  • D. Skansi, "Relation of managerial efficiency and leadership styles – Empirical study in Hrvatska Elektroprivreda D.D.", Management, 5(2), pp51-67
  • D. Tjosvold et A. S. H. Wong, "The leader relationship: building teamwork with and among employees", Leadership & Organization Development Journal, 21 (7), pp350-354
  • P. Vaill, "Introduction to Spirituality for Business Leadership", Journal of Management Inquiry, 9(2), pp115-116
    • Victor H. Vroom, "Leadership and the decision making process", Organizational Dynamics, 68, pp82–94

2001

  • John Adair, "The Leadership of Jesus and its Legacy Today", Canterbury Press, Norwich
  • D. Allen, "Getting things done: The art of stress free productivity", New York: Penguin
  • Y. Altman, B. Metcalfe, "Leadership", In: E. Wilson, dir., "Organizational Behaviour Reassessed. The Impact of Gender", Sage, London, pp104-129
  • D. G. Arce, "Leadership and the aggregation of international collective action", Oxford Economic Papers, Vol 53, pp114-137
  • E. Aronson, "Integrating leadership styles and ethical perspectives", Canadian Journal of Administrative Sciences, 18(4), pp244-256
  • C. Barker, A. Johnson, M. Lavalette, "Leadership matters: An introduction", In: C. Barker, A. Johnson, M. Lavalette, dir., "Leadership and social movements", Manchester: Manchester University Press
  • R. A. Barker, "The nature of leadership", Human Relations, 54(4), pp469-494
  • G. Birkner, "Natural born leaders: some are born to be the boss, others have the job thrust upon them. Here's how some companies are teaching leadership", Sales and Marketing Management, 153 (11), p61
  • S. Burke et K. M. Collins, "Gender differences in leadership styles and management skills", Women in Management Review, 16(5/6), pp244-256
  • Gervase R Bushe, "Clear Leadership. How Outstanding Leaders Make Themselves Understood, Cut Through the Mush, and Help Everyone Get Real", Davies-Black, Palo Alto, CA United States, ISBN 0-89106-152-5
  • Colin Camerer, Marc Knez, Yuval Rottenstreich, Roberto Weber, "The Illusion of Leadership: Misattribution of Cause in Coordination Games", Organization Science, Vol 12, n°5, Sep. - Oct., pp582-598
  • L. L. Carli et A. H. Eagly, dir., "Gender, hierarchy, and leadership", Journal of Social Issues, 57(4)
  • K. Y. Chan, F. Drasgow, "Toward a theory of individual differences and leadership: Understanding the motivation to lead", Journal of Applied Psychology, 86 (3), pp481–498
  • M. M. Chemers, "Leadership effectiveness: An integrative review", In: M. A. Hogg & R. S. Tindale, dir., "Blackwell handbook of social psychology: Group processes", Oxford, UK: Blackwell
  • D. L. Costley et J. P. Howell, "Understanding Behaviors for Effective Leadership", Prentice Hall, Upper Saddle River NJ.
  • D. Cox, "Ten leadership characteristics", Innovative Leader, 10(8), August
  • F. Dansereau, C. J. Kennedy, F. J. Yammarino, "A Multiple-Level Multidimensional Approach to Leadership: Viewing Leadership through an Elephant's Eye", Organizational Dynamics, 29 (3), pp149-163
  • J. R. Darling et C. K. Shelton, “The quantum skills model in management: a new paradigm to enhance effective leadership”. Leadership and Organizational Development Journal, 22(6), pp264-273
  • D. V. Day, "Leadership development: A review in context", The Leadership Quarterly, Vol 11, pp581–614
  • I. L. Densten, J. Gray, "Leadership development and reflection: what is the connection?”, The International Journal of Educational Management, 15(3), pp119-124
  • W. Drath, "The Deep Blue Sea: Rethinking the Source of Leadership", San Francisco: Jossey-Bass
  • Foong Loke J. Chiok, "Leadership behaviours: effects on job satisfaction, productivity and organizational commitment", Journal of Nursing Management, 9(4), pp191-204
  • A. H. Eagly et M. C. Johannesen-Schmidt, "The leadership styles of women and men", Journal of Social Issues, 57, pp781-797
  • C. G. Emrich, Robert G. Lord, "Thinking outside the box by looking inside the box: Extending the cognitive revolution in leadership research", Leadership Quarterly, 11(4), pp551-579
  • Gilbert Fairholm, "Mastering Inner Leadership", Westport, CT: Quorum Books
  • G. Fairhurst, "Dualism in leadership research", In: F.M. Jablin et L. Putnam, dir., "The new handbook of organizational communication: Advances in theory, research, and methods", Thousand Oaks, CA: Sage Publications
  • J. Carl Ficarrotta, dir., "The Leader's Imperative: Ethics, Integrity, and Responsibility", West Lafayette: Purdue University Press
  • Nicolai J. Foss, "Leadership, Beliefs and Coordination: An Explorative Discussion", Industrial and Corporate Change, Vol 10, pp357-388
  • M. Fullan, "Leading in a culture of change: Being effective in complextimes", San Francisco: Jossey-Bass
  • W. L. Gardner, K. B. Lowe, "Ten years of the leadership quarterly: Contributions and challenges for the future", The Leadership Quarterly, 11(4), pp459-514
  • Keith Grint, "The Arts of Leadership", OUP Oxford
  • Charles Hampden-Turner, Fons Trompenaars, "21 Leaders for the 21st Century", Oxford: Capstone
  • R. A. Heifetz, D. L. Laurie, "The work of leadership", Best of Harvard Business Review, 79(11), pp131-141
  • David A. Hennessy, Jutta Roosen, John A. Miranowski, "Leadership and the Provision of Safe Food", American Journal of Agricultural Economics, Vol 83, n°4, Nov., pp862-874
  • M. C. Higgins, "Follow the Leader? The Effects of Social Influence on Employer Choice", Group and Organization Management, 26(3), pp255–282
  • M. A. Hogg, "A social identity theory of leadership", Personality and Social Psychology Review, 5, pp184-200
  • Janet Holmes et Meredith Marra, "Leadership and managing conflict in meetings", Pragmatics, 14, pp439-462
  • R. H. Humphrey, "The many faces of emotional leadership", The Leadership Quarterly, 13, pp493−504
  • R. Klimoski, S. J. Zaccaro, "The nature of organizational leadership", In: S. J. Zaccaro, R. Klimoski, dir., "The nature of organizational leadership: understanding the performance imperatives confronting today’s leaders", San Francisco: Jossey-Bass, pp3– 1
  • N. Korac-Kakabadse, A. Korac-Kakabadse, A. Kouzmin, "Leadership renewal: Towards the philosophy of wisdom", International Review of Administrative Science, Vol 67, pp207-227
  • M. Platow, D. van Knippenberg, "A social identity analysis of leadership endorsement: the effects of leader ingroup prototypicality and distributive intergroup fairness", Personality and Social Psychology Bulletin, 27 (11), pp1508–1519
  • L. M. Kobe, R. Reiter-Palmon, J. D. Rickers, "Self-reported leadership experiences in relation to inventoried social and emotional intelligence", Current Psychology: Developmental, Learning, Personality, Social, Vol 20, pp154-163
  • Christopher D. Kolenda, dir., "Leadership: The Warrior's Art", Carlisle Barracks, PA: Army War College Foundation Press, 2d ed.
  • N. Korac-Kakabadse, A. Korac-Kakabadse, A. Kouzmin, "Leadership renewal: Towards the philosophy of wisdom", International Review of Administrative Sciences, 67, pp207−227
  • J. P. Kotter, “What leaders really do”, Harvard Business Review, Vol 79, pp85–96
    • M. A. Marks, A.L. Rittman et S. J. Zaccaro, "Team leadership", Leadership Quarterly, 12, pp451–483
    • R. Marion, M. Uhl-Bien, "Leadership in complex organizations", Leadership Quarterly, 12(4), pp389-418
  • Thomas W. Miller & Jean M. Miller, "Educational leadership in the new millennium: a vision for 2020", International Journal of Leadership in Education, Vol 4, n°2, pp181-189
  • Peter G. Northouse, "Leadership: Theory and practice", Thousand Oaks, CA.: Sage
      • 3ème édition en 2004, California: Sage Publications
      • 4ème édition en 2007, Thousand Oaks, CA: Sage
      • Nouvelle édition en 2009, SAGE
    • M. Nyman, L. Thach, "Leading in limbo land: the role of a leader during merger and acquisition transition", Leadership & Organisation Development Journal, Vol 22, n°4, pp146-150
    • James O'Toole, "When Leadership is an Organizational Trait", In: Warren Bennis, G. M. Spreitzer & T. G. Cummings, dir., The Future of Leadership. San Francisco: Bossey-Bass, pp158-176
    • J. Parviainen, A. Ropo, "Leadership and bodily knowledge in expert organizations: Epistemological rethinking", Scandinavian Journal of Management, 17(1), pp1-18
    • S. F. Pasa, "Leadership influence in a high power distance and collectivist culture", Leadership & Organization Development Journal, 21(8), pp414-426
  • Moses L. Pava, "The Many Paths to Covenantal Leadership: Traditional Resources for Contemporary Business", Journal of Business Ethics, Vol 29, n°1/2, Sixth Annual International Conference Promoting Business Ethics, Jan., pp85-93
  • P. Plsek, T. Wilson, "Complexity, leadership, and management in healthcare organizations", British Medical Journal, Vol 323, pp746–749
  • D. A. Romig, "Side by side leadership", Marietta, GA: Bard Press
  • C. Rusaw, "Leading public organizations", Harcourt, New York
  • Michael Useem, "Leading Up: How to Lead Your Boss so You Both Win", New York: Crown Business
  • Karl Weick, "Leadership As the Legitimation of Doubt", In: Warren Bennis, G. M. Spreitzer & T. G. Cummings, dir., The Future of Leadership, San Francisco: Jossey-Bass
  • N. Wright, "Leadership, ‘Bastard Leadership’ and Managerialism : Confronting Twin Paradoxes in the Blair Education Project", Educational Management and Administration, 29 (3), pp275-290
  • S. J. Zaccaro, "The nature of executive leadership: a conceptual and empirical analysis of success", Washington, DC: APA Books

2002

  • A. P. Ammeter, C. Douglas, W. L. Gardner, W. A. Hochwarter, G. R. Ferris, "Toward a political theory of leadership", Leadership Quarterly, Vol 13, pp751-796
  • R. D. Anderson, J. R. McColl-Kennedy, "Impact of leadership style and emotions on subordinate performance", The Leadership Quarterly, 13, pp545-559
  • J. Antonakis, L. Atwater, "Leader distance: A review and a proposed theory", Leadership Quarterly, 13, pp673-704
  • J. Antonakis, Robert J. House, "The full-range leadership theory: The way forward", In: Bruce J. Avolio & F. J. Yammarino, dir., "Transformational and charismatic leadership: The road ahead", Amsterdam, Netherlands: JAI, pp3-33
  • Donald C. Arthur, Mary W. Chaffee, "Failure: Lessons for Health Care Leaders", Nursing Economic, Sep/Oct, Vol 20, n°5, p225
  • J. Arvonen, "Change, Production and Employees: An Integrated Model of Leadership", Department of Psychology, Stockholm University, Stockholm
  • L. E. Atwater, S. D. Dionne, L. R. James, F. J. Yammarino, "Neutralizing substitutes for leadership theory: Leadership effects and common-source bias, Journal of Applied Psychology, 87, pp454-464
  • J. L. Badaracco, "Leading quietly: An unorthodox guide to doing the right thing", Boston, MA: Harvard Business School Press
  • R. Barker, "On the Nature of Leadership", University Press of America, Lanham, MD
  • Margaret Beecher Maurer & Cynthia Coccaro, "Creating a More Flexible Workforce for Libraries–Are Leadership Institutes the answer?", Technical Services Quarterly, Vol 20, n°3, December, pp1-17
  • J. G. Berger, C. Fitzgerald, "Leadership and complexity of mind: The role of executive coaching", In: C. F. Fitzgerald & J. G. Berger, dir., "Executive coaching: Practices and perspectives", Palo Alto, CA: Davies-Black, pp27−58
  • J. Bone, R. Ilies, M. Gerhardt, T. A. Judge, "Personality and leadership : a qualitative and quantitative review", Journal of applied Psychology, 87, pp765-780
  • R. Boyatzis, Daniel Goleman, A. McKee, "Primal Leadership: Realizing the Power of Emotional Intelligence", Boston: Harvard Business School Press
  • R. Boyatzis, Daniel Goleman, A. McKee, "The new leaders: Transforming the art of leadership into the science of results", London: Brown
  • Peter C. Cairo et David L. Dotlich, "Unnatural Leadership: Going against Intuition and Experience to Develop Ten New Leadership Instincts", San Francisco: Jossey-Bass
  • L. Campbell, J. G. Manning, J. A. Simpson, M. Stewart, "The formation of status hierarchies in leaderless groups: The role of male waist-to-hip ratio", Human Nature, 13, pp345-362
  • D. Cawthon, "Philosophical foundations of leadership", New Brunswick: Transaction
  • C. Chavez, Gary Yukl, "Influence tactics and leader effectiveness", In: L. L. Neider & C. Schriesheim, dir., "Leadership. Greenwich", CT: Information Age Publishing
  • A. B. Cober, D. Doverspike, M. S. O’Connell, "Leadership and semiautonomous work team performance: A field study", Group & Organization Management, 27(1), pp50-65
  • M. Coleman et J. S. Pounder, "Women-better leaders than men? In general and education management it still "all depends"", Leadership and Organization Development Journal, 23(3/4), pp122-133
  • G. Curphy, R. Ginnett, R. Hughes, "Leadership: Enhancing the lessons of experience", Boston: McGraw-Hill Irwin
  • D. De Cremer, M. Van Vugt, "Leadership and cooperation in groups: Integrating the social dilemma and social identity perspectives", European Review of Social Psychology, Vol 13, pp155-184
  • D. Day et S. Zaccarro, dir., "Leadership development for transforming organizations", Erlbaum, Mahwah, NJ
  • K. T. Dirks et D. L. Ferrin, "Trust in leadership: Meta-analytic findings and implications for research and practice", Journal of Applied Psychology, 87, pp611-628
  • M. Driver, "Learning and Leadership in Organizations: Toward Complementary Communities of Practice", Management Learning, 33(1), pp99-126
  • E. N. Drodge et S. A. Murphy, "Interrogating emotions in police leadership", Human Resource Development Review, 1, pp420-438
    • Repris en 2009, In: Peter G. Northouse, dir., Leadership. Theory and Practice, SAGE
  • B. D. DuPont, "Leadership – An organization’s biggest competitive advantage", University of Calgary Enbridge Inc.
  • G. Eagleson, R. Waldersee, "Shared leadership in the implementation of re-orientations", Leadership & Organization Development Journal, 23(7), pp400-407
  • A. H. Eagly et S. J. Karau, "Role congruity theory of prejudice toward female leaders", Psychological Review, 109, pp573-598
  • H. Elms, A. Erez, J. A. Lepine, "Effects of rotated leadership and peer evaluation on the functioning and effectiveness of self-managed teams: A quasi-experiment", Personnel Psychology, Vol 55, pp929-948
  • Matthew Fairholm, "Leading from the Middle: The Power and Influence of Middle Leaders", Public Manager, 30(4), pp17–22
  • E. Florent-Treacy et M. F. R. Kets de Vries, "Global Leadership from A to Z: Creating High Commitment Organizations", Organizational Dynamics, 30(4), pp295-309
  • J. Galbraith, E. E. Lawler III et J. O'Toole, "Leadership-When Two (or More) Heads are Better than One: The Promise and Pitfalls of Shared Leadership", California Management Review, 44(4), pp65-84
  • Rod Gapp, "The influence the system of profound knowledge has on the development of leadership and management within an organisation", Managerial Auditing Journal, Vol 17, n°6, pp338-342
  • Raymond D. Gordon, "Conceptualizing Leadership With Respect to Its Historical-Contextual Antecedents to Power", The Leadership Quarterly, 13 (2), pp151-167
  • A. Gordon, T. Taber, G. Yukl, "A Hierarchical Taxonomy of Leadership Behavior : Integrating a Half Century of Behavior Research", Journal of Leadership and Organizational Studies, 9(1), pp15-32
  • Ronald A. Heifetz et Marty Linsky, "Leadership on the line: Staying alive through the dangers of leading", Boston: Harvard Business School Press
  • R. L. Hughes,R. C. Ginnett, G. J. Curphy, "Leadership", New York: McGraw-Hill Irwin
  • J. G. Hunt, L. R. Jaush, R. N. Osborn, "Toward a contextual theory of leadership", Leadership Quarterly, 13(6), pp797-837
  • R. Jacobson, "Leading for a Change: How to Master the Five Challenges Faced by Every Leader", Oxford: Butterworth - Heinemann
  • S. Kakar, M. F. R. Kets de Vries, P. Pierre, "Leadership in Indian organisations; From a comparative perspective", International Journal of Cross Cultural Management, 2(2), pp239-250
  • B. A. Koene, A. L. Vogelaar, J. L. Soeters, "Leadership effects on organizational climate and financial performance: Local leadership effect in chain organizations", The Leadership Quarterly, 13(3), pp193–215
  • P. Koestenbaum, "Leadership: The Inner Side of Greatness", San Francisco: Jossey-Bass, seconde édition
  • K. S. Mangan, "Leading the way in leadership", Chronicle of Higher Education, 48(38), pp10-13
  • J. Mayfield et M. Mayfield, "Leader Communication Strategies Critical Paths to Improving Employee Commitment", American Business Review, vol 20, n°2, pp89-94
  • Steven B. Sample, "The contrarian's guide to leadership", San Francisco, CA: Jossey-Bass. ISBN 0-7879-5587-6
  • G. Theoharis, "Woven in deeply: Identity and leadership of urban social justice principals", Education and Urban Society, 41, pp3-24
    • Repris en 2009, In: Peter G. Northouse, dir., Leadership. Theory and Practice, SAGE
  • M. Wallace, "Modelling Distributed Leadership and Management Effectiveness : Primary School Senior Management Teams in England and Wales", School Effectiveness and School Improvement, 13 (2), pp163-186
  • P. Williams, "The Paradox of Power: A Transforming View of Leadership", New York: Warner Books
  • Paul T. P. Wong, "Creating a positive, meaningful work place: New challenges in management and leadership", In: B. Pattanayak & V. Gupta, dir., "Creating performing organizations", New Delhi, India: Sage
  • Gary A. Yukl, "Leadership in Organizations", Upper Saddle River, N.J.: Prentice-Hall, 5ème édition
  • S. J. Zaccaro, "Organizational leadership and social intelligence", In: R. Riggio, dir., "Multiple intelligences and leadership", Washington, DC: Lawrence Erlbaum. Mahwah, NJ: LEA Publishers

2003

  • M. Alvesson et S. Sveningsson, "The great disappearance act: difficulties in doing leadership", Leadership Quarterly, 14, pp359-381
  • M. Alvesson et S. Sveningsson, "Managers doing leadership: the extra ordinarization of the mundane", Human Relations, 56(12), pp1435-1459
  • B. Armandi, J. Oppedisano et H. Sherman, “Leadership theory and practice: a „case‟ in point”, Management Decision, Vol 41, n°10, pp1076–1088
  • L. Block, "The Leadership-Culture Connection: An Exploratory Investigation", Leadership and Organization Development Journal, Vol 24, n°6, February, pp318-334
  • N. Bennett, J. Harvey, C. Wise, P. Woods, "Distributed Leadership", Nottingham: National College for School Leadership
  • C. S. Borrill, F. Brodbeck, J. F. Dawson, B. Haward, D. A. Shapiro, M. A. West, "Leadership clarity and team innovation in health care", Leadership Quarterly, 14, pp393–410
  • F. Brodbeck, C. S. Borrill, J. F. Dawson, D. A. Shapiro, B. Haward, M. A. West, "Leadership clarity and team innovation in health care", Leadership Quarterly, Vol 14, pp393-410
  • L. L. Carli, A. H. Eagly, "The female leadership advantage: An evaluation of the evidence", Leadership Quarterly, 14(6), 807-834
  • Jay A. Conger et C. L. Pearce, dir., "Shared leadership: Reframing the hows and whys of leadership", Thousand Oaks, CA: Sage Publications
  • Jay A. Conger et C. L. Pearce, "All Those Years Ago: The Historical Underpinnings of Shared Leadership", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks: Sage Publications
  • Jay A. Conger et C. L. Pearce, "A Landscape of Opportunities: Future Research on Shared Leadership", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks: Sage Publications, pp285-303
  • Jay A. Conger, D. A. Ready, "Why leadership development efforts fail", MIT Sloan Management Review, May
  • D. Couillard et J. Lapierre, "Leadership, learning and resources for the high-tech firm: an integrated view of technology management", International Journal of Technology Management, 26(7), pp767-787
  • M. Court, "Towards democratic leadership: Co-principal initiatives", International Journal of Leadership in Education, 6(2), p161
  • M. Csikszentmihalyi, "Good Business: Leadership, Flow, and the Making of Meaning", Viking Press
  • M. Csikszentmihalyi, C. Hooker, "Flow, creativity, and shared leadership", In: C. L. Pearce & Jay A. Conger, dir., "Shared Leadership", Thousand Oaks, CA: Sage, pp217-234
  • J. K. Fletcher et K. Kåufer, "Shared Leadership: Paradox and Possibility", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership:Reframing the Hows and Whys of Leadership, Thousand Oaks: Sage Publications
  • R. Gill, "Change management – or change leadership?", Journal of Change Management, Vol 3, n°4, pp307-318
  • Keith Grint, "Why Leadership is Important", In: S. Dopson et A. Mark, dir., "Leading Health Care Organizations, London: Palgrave
  • P. Gronn, "The New Work of Educational Leaders", London, Paul Chapman
  • A. Harris, "The changing context of leadership", In: C. Chapman, C. Day, A. Harris, M. Hadfield, A. Hargreaves, D. Hopkins, dir., "Effective Leadership for School Improvement", London, Routledge Falmer
  • N. Harter, "Between great men and leadership: William James on the importance of individuals", Journal of Leadership Education, Vol 2, n°1
  • Audrey Helfman, James L. Morrison, Jo Rha, "Learning Awareness, Student Engagement, and Change: A Transformation in Leadership Development", Journal of Education for Business, Vol 79, n°1, September, pp11-17
  • M. A. Hogg, et D. van Knippenberg, dir., "Leadership and power: Identity processes in groups and organizations", London: Sage
  • D. Holt, D. Self, A. Thal, S. Lo, "Facilitating Organization Change: a test of leadership strategies", Leadership and Organizational Development Journal, 24/5, pp262-272
  • C. Hooker et M. Csikszentmihalyi, "Flow, Creativity, and Shared Leadership: Rethinking the Motivation and Structuring of Knowledge Work", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks: Sage Publications
    • D. Hopkins et D. Jackson, "Building the capacity for leading and learning", In: C. Chapman, C. Day, A. Harris, M. Hadfield, A. Hargreaves, D. Hopkins, dir., "Effective Leadership for School Improvement", London, Routledge Falmer
    • Z. N. J. Horn, S. J. Zaccaro, "Leadership theory and practice: Fostering an effective symbiosis", Leadership Quarterly, 14, pp769-806
    • R. B. Kaiser, R. E. Kaplan, "Developing Versatile Leadership", MIT Sloan Management Review, 44(4), pp19-26
    • Gene Klann, "Crisis Leadership: Using Military Lessons, Organizational Experiences, and the Power of Influence to Lessen the Impact of Chaos on the People You Lead", Greensboro, NC: Center for Creative Leadership
    • B. van Knippenberg et D. van Knippenberg, "Leadership, identity and influence: Relational concerns in the use of influence tactics", In: D. van Knippenberg & M. A. Hogg, dir., "Leadership and power: Identity processes in groups and organizations", London: Sage, pp123-137
  • Christopher D. Kolenda, “Ten Ways Great Leaders Lead”, Military Review, 83, November/December, pp41-49
  • R. C. Liden, S. E. Seibert et R. T. Sparrowe, "A group exchange structure approach to leadership in groups", In: C.L. Pearce et J.A. Conger, dir., "Shared leadership: Reframing the hows and whys of leadership", Thousand Oaks, CA: Sage Publications, pp173-192
    • W. H. J. De Liefde, "Lekgotla: The Art of Leadership Through Dialogue", Houghton, South Africa: Jacana
    • Edwin A. Locke, "Leadership: Starting at the Top", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership: Reframing the Hows and Whys of Leadership, Thousand Oaks: Sage Publications
    • Carnes Lord, "The Modern Prince: What Leaders Need to Know Now", New Haven: Yale University Press
  • James M. Loy et Donald T. Phillips, "Character in Action: The U.S. Coast Guard on Leadership", Annapolis, MD: Naval Institute Press
  • C. McCauley, E. van Velsor, "Our view of leadership development", In: C. McCauley & E. Van van Velsor, dir., "The center for creative leadership handbook of leadership development", San Francisco: Jossey-Bass, pp1-25
  • Michael T. Miller & Myron L. Pope, "Faculty senate leadership as a presidential pathway: clear passage or caught in a maze?", Community College Journal of Research and Practice, Vol 27, n°2, February, pp119-129
  • I. I. Mitroff, "Crisis leadership: Planning for the unthinkable", New York: John Wiley
  • E. Moxnes, E. van der Heijden, "The Effect of Leadership in a Public Bad Experiment", Journal of Conflict Resolution, Vol 47, pp773-795
  • B. S. Nelson, M. K. Stein, "Leadership content knowledge", Educational Evaluation and Policy Analysis, 25(4), pp423-448
  • J. A. Raelin, "Creating Leaderful Organizations", San Francisco: Berrett-Koehler
    • Ersin Rausch, “Guidelines for Management and Leadership Decision”, Management Decision, 41, n°10, pp979-988
  • P. Sadler, "Leadership" London: Kogan Page (seconde édition)
  • A. Safty, “Value Leadership”, University of Bahçesehir/Istanbul
  • M. Sashkin, M. G. Sashkin, "Leadership that Matters: Critical Factors for Making a Difference in People’s Lives and Organizations’ Success", San Franciso, CA: Barret-Koehler, ISBN 1576751937
  • A. Somech, "Relationships of participative leadership with relational demography variables: a multi-level perspective", Journal of Organizational Behavior, 24(8), pp1003-1018
  • R. Sternberg, "WICS: A model of leadership in organizations", Academy of Management Learning & Education, Vol 2, pp386-401
  • Montgomery Van Wart, "Public-Sector Leadership Theory: An Assessment", Public Administration Review, 63(2), pp214–228
    • Te Whaiti Nui-a-Toi, "Te Whaiti School, New Zealand shares Tipu Ake - A Leadership Model for Innovative Organisations", Tipu Ake Team: 20 Hastings Parade, Devonport, Auckland, New Zealand (Aotearoa)
    • N. Wright, "Principled ‘Bastard’ Leadership ?", Educational Management and Administration, 31 (2), pp139-143

2004

  • John S. A. Adamson, Mark J. Ahn, Daniel Dornbusch, “From Leaders to Leadership: Managing Change”, Journal of Leadership & Organizational Studies, Vol 10, Spring, pp112-123
  • M. Alavi et Y. Yoo, "Emergent leadership in virtual teams: What do emergent leaders do?", Information and Organization, 14
  • Ellen Amatea, "Family Leadership", In: George R. Goethals, Georgia J. Sorenson & James M. Burns, "Encyclopedia of Leadership", Thousand Oaks, CA: SAGE
  • John Antonakis, Anna T. Cianciolo et Robert J. Sternberg, dir., "The Nature of Leadership", Thousand Oaks, CA: Sage
  • John Antonakis, Anna T. Cianciolo et Robert J. Sternberg,, "Leadership: Past, present, and future", In: John Antonakis, Anna T. Cianciolo et Robert J. Sternberg, dir., "The Nature of Leadership", Thousand Oaks, CA: Sage, pp3-15
  • E. P. Antonacopoulou, R. F. Bento, "Methods of learning leadership: Taught and experiential", In: J. Storey, dir., "Leadership in Organizations: Current Issues and Key Trends", New York, NY: Routledge
  • Steven H. Appelbaum, N. Bartolomucci, E.Beaumier, J. Boulanger, R.Corrigan, I. Doré, C. Girard, C. Serroni, "Organizational Citizenship Behavior: A Case Study of Culture, Leadership and Trust”, Management Decision, Vol 42, n°1, pp13-40
  • Jagdish Arora, "Transforming a Traditional Library into a Hybrid LibraryUse of Leadership and Managerial Skills at the Central Library, IIT Delhi", Science & Technology Libraries, Vol 23, n°2-3, May, pp5-15
  • G. C. Avery, "Understanding Leadership: Paradigms and Cases", Sage Publications, London
  • Brace E. Barber, dir., "No Excuse Leadership: Lessons from the U.S. Army's Elite Rangers", Hoboken, NJ: Wiley
  • A. G. Bedeian et D. V. Day, "Can chameleons lead?", The Leadership Quarterly, 15, pp687-718
  • N. Bennett, A. Harvey, C. Wise, P. A. Woods, "Variabilities and dualities in distributed leadership : findings from a systematic literature review", Educational Management, Administration and Leadership, 32 (4), pp439-457
  • T. G. Black, M. J. Westwood, "Evaluating the development of a multidisciplinary leadership team in a cancer-center", Leadership & Organization Development Journal, 25(7), pp577-591
  • Michelle C. Bligh, J. R. Meindl, "The cultural ecology of leadership: An analysis of popular leadership books", In: D. M. Messick & R. M. Kramer, dir., "The Psychology of Leadership: New Perspectives and Research, LEA Press, pp11-52
  • Michelle C. Bligh, J. C. Kohles, J. R. Meindl, "Charting the Language of Leadership: A Methodological Investigation of President Bush and the Crisis of 9/11", Journal of Applied Psychology, 89(3), pp562-574
  • C. Borrill, C. Haynes, C. Stride, D. Van Dierendonck, "Leadership behavior and subordinate well-being", Journal of Occupational Health Psychology, 9, pp165–175
  • Thomas W. Britt, “How Leaders Can Influence the Impact That Stressors Have on Soldiers”, Military Medicine, 169, July, pp541-545
  • D. J. Brown et R. G. Lord, "Leadership processes and follower self-identity", Mahwah, NJ: Erlbaum
  • A. Bryman, "Qualitative research on leadership: A critical but sympathetic review", Leadership Quarterly, 15, pp729-769
  • James M. Burns, George R. Goethals, Georgia J. Sorenson, dir., "Encyclopedia of Leadership", Thousand Oaks, CA: Sage, 4 vols
  • N. M. Campbell, M. Mactavish, P. Dobel, B. Lucey, T. Edington, C. Yates, W. Woodward, "Correctional Leadership Competencies for the 21st Century: Executives and Senior-Level Leaders", Washington DC: National Institute of Corrections
  • Timothy Ciampaglio, “Good Leadership Is the Same Everywhere”, Proceedings: U.S. Naval Institute, 130, September, pp75-77
  • Li Chen, "Examining the Effect of Organizational Culture and Leadership Behaviors on Organizational Commitment, Job Satisfaction, and Job Performance", Journal of American Academy of Business, Vol 5, n°1\2, September, pp432-438
  • J. L. Chin, "Feminist leadership: Feminist visions and diverse voices", Psychology of Women Quarterly, 28, pp1-8
  • Diane L. Coutu, "Putting leaders on the couch. A conversation with Manfred FR Kets de Vries", Harvard Business Review, 82(1), pp64–71
  • J. Crawford et P. Lok, "The Effect of Organisational Culture and Leadership Style on Job Satisfaction and Organisational Commitment: A Cross-national Comparison", Journal of Management Development, 23(4), pp321-338
  • C. Day, "The passion of successful leadership", School Leadership & Management, 24(4), pp425-437
  • D. V. Day, Peter Gronn, E. Salas, "Leadership capacity in teams", The Leadership Quarterly, 15(6), pp857-880
  • D. N. Den Hartog, M. W. Dickson, "Leadership and culture", In: J. Antonakis, A. T. Cianciolo, R. J. Sternberg, dir., "The nature of leadership", Thousand Oaks, CA: Sage, pp249-278
  • M. W. Dickson, M. W. Grojean, C. J. Resick, D. B. Smith, "Leaders, values, and organizational climate: Examining leadership strategies for establishing an organizational climate regarding ethics", Journal of Business Ethics, 55, pp223−241
  • M. G. Ehrhart, "Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior", Personnel Psychology, 57(1), pp61-94
  • A. S. Gordon, R. W. Hill Jr, J. M. Kim, "Learning the lessons of leadership experience: Tools for interactive case method analysis", California: University Of Southern California Marina Del Rey
  • R. J. House, P. J. Hanges, M. Javidan, P. W. Dorfman, V. Gupta, "Culture, leadership, and organizations", Thousand Oaks: Sage
  • D. Dotlich, J. L. Noel, N. Walker, "Leadership passages: The personal and professional transitions that make or break a leader", San Francisco: Jossey-Bass
  • Matthew R. Fairholm, “A new sciences outline for leadership development”, Leadership and Organizational Development Journal, 25(4), pp369-383
  • Keith Grint, "Overcoming the Hydra: Leaderless Groups and Terrorism", In: Y. Gabriel, dir., Premodern Stories for Late Modernity: Narrative Tradition and Organization, Oxford: Oxford University Press
  • Keith Grint, "21st Century Leadership", In: C. Cooper, dir., "The 21st Century Manager: Changing Management in Tomorrow's Company', Oxford: Oxford University Press
  • Y. C. Halan, "The making of a leader", Rai Management Journal, 1(1), pp35-43
  • Angela T. Hall, “Leader Reputation and Accountability in Organizations: Implications for Dysfunctional Leader Behavior”, The Leadership Quarterly, 15, August, pp515-536
  • K. Hannum, J. Martineau, "Evaluating the impact of leadership development", Greensboro, NC: Center for Creative Leadership
  • P. A. Herbik, C. L. Pearce, "Citizenship behavior at the team level of analysis: The effects of team leadership, team commitment, perceived team support, and team size", The Journal of Social Psychology, 144(3), pp293-300
  • Ronald A. Heifetz, John V. Kania et Mark R. Kramer, "Leading Boldly", Stanford Social Innovation Review, Winter, pp21-31
  • Ronald A. Heifetz et Marty Linsky, "When Leadership Spells Danger", Educational Leadership, 61.7, April, pp33-37
  • S. E. K. Hill, "Team leadership", In: P. G. Northouse, dir., Leadership: Theory and practice, Thousand Oaks, California: SAGE, pp203-233
  • Robert J. House, dir., "Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies", Thousand Oaks, CA: Sage
  • J. G. Hunt, "What is leadership?", In: J. Antonakis, A. T. Cianciolo, & R. J. Sternberg, dir., "The nature of leadership", Thousand Oaks, CA: Sage, pp148-170
  • R. Ilies, T. A. Judge, R. F. Piccolo, "The forgotten ones? The validity of consideration and initiating structure in leadership research", Journal of Applied Psychology, 89, pp36–51
  • B. F. Jones et B. A. Olken, “Do Leaders Matter? National Leadership and Growth since World War II”, The Quarterly Journal of Economics, Vol 120, n°3, pp835-364
  • Michelle D. Jones et Jean Lipman-Blumen, "Connective Leadership", In: George R. Goethals, Georgia J. Sorenson & James M. Burns, "Encyclopedia of Leadership", Thousand Oaks, CA: SAGE, pp270-274
  • Melanie M. Kan, Ken W. Parry, “Identifying Paradox: A Grounded Theory of Leadership in Overcoming Resistance to Change”, The Leadership Quarterly, Vol 15, August, pp467-491
  • Barbara Kellerman, "Bad Leadership: What It Is, How It Happens, Why It Matters", Boston: Harvard Business School Press
  • Barbara Kellerman, "Leadership. Warts and All”, Harvard Business Review, Vol 82, n°1, pp40-45
  • B. Licuanan, M. D. Mumford, "Leading for innovation: Conclusions, issues, and directions", Leadership Quarterly, Vol 15, pp163-171
  • C. D. McCauley, E. Van Velsor, "Introduction: Our view of leadership development", In: C. D. McCauley & E. Van Velsor, dir., "The Center for Creative Leadership handbook of leadership development", San Francisco: Jossey Bass
  • T. Mengel, "From responsibility to values-oriented leadership: Six theses on meaning and personal life and work environments", Vol 2004: International Network on Personal Meaning
  • Jeffrey Nielsen, "The Myth of Leadership", Mountain View, CA, Davies-Black Publishing
  • P. G. Northouse, "Leadership Theory and Practice", Pastoral Psychology, 56(4), pp403–411
  • P. M. G. O’Connor, L. Quinn, "Organizational capacity for leadership", In: C. D. McCauley & E. Van Velsor, dir., "The Center for Creative Leadership handbook of leadership development", San Francisco: Jossey-Bass, pp417-437
  • William S. Perdue, “Notebook Reflections on the FACE of Leadership”, Proceedings: U.S. Naval Institute, 130, June, pp68-70
  • D. K. Peterson, "Perceived leader integrity and ethical intentions of subordinates", Leadership and Organizational Development Journal, 25, pp7-23
  • Kay Phillips et Mustafa Rejai, “Leadership Theory and Human Nature”, Journal of Political and Military Sociology, 32, Winter, pp185-193
  • J. A. Raelin, "Don’t bother putting leadership into people", Academy of Management Executive, Vol 18, pp131-135
  • George E. Reed, “Toxic Leadership”, Military Review, 84, July/August, pp67-71
  • E. J. Romero, "Latin American Leadership: El Patron & El Lider Moderno", Cross Cultural Management, 11(3), pp25-37
  • Janet Sanders & Tatwa Timsina, "Decentralised transformative leadership approaches to HIV/AIDS in Nepal, 2002–2004", Development in Practice, Vol 14, n°6, November, pp761-767
  • Marshall Sashkin et Molly G. Sashkin, "Leadership That Matters: The Critical Factors for Making a Difference in People's Lives and Organizations' Success", San Francisco: Berrett-Koehler
  • A. Shahin, P. Wright, "Leadership in the context of culture—An Egyptian perspective", The Leadership & Organization Development Journal, Vol 25, n°6, pp499-511
  • Boas Shamir, "Followers, Motivation of", In: George R. Goethals, Georgia J. Sorenson & James M. Burns, "Encyclopedia of Leadership", Thousand Oaks, CA: SAGE
  • Claire E. Steele, “Zero-Defect Leaders: No Second Chance?”, Military Review, 84, September-October, pp66-70
  • J. Storey, "Changing theories of leadership and leadership development", In: J. Storey, dir., "Leadership in organizations: Current issues and key trends", London: Routledge, pp11-38
  • H. Thamhain, "Team leadership effectiveness in technology-based project environments", Project Management Journal, 35(4), pp35-46
  • Allan Walker, "Constitution and culture: exploring the deep leadership structures of Hong Kong”, Discourse: Studies in the Cultural Politics of Education, Vol 25, n°1, pp75-94
  • Leonard Wong, "Developing Adaptive Leaders: The Crucible Experience of Operation Iraqi Freedom", Carlisle Barracks, PA: U.S. Army War College, Strategic Studies Institute
    • P. A. Woods, "Democratic leadership : drawing distinctions with distributed leadership", International Journal of Leadership in Education, 7 (1), pp3-26

De 2005 à 2009

2005

  • John Adair, "How to Grow Leaders", Kogan Page, London
  • N. Adler, "Leadership journeys: The courage to enrich the world", In: L. Coughlin, E. Wingard, & K. Hollihan, dir., "Enlightened power. How women are transforming the path to leadership", San Francisco: Jossey Bass, pp3-13
  • B. Alimo-Metcalfe, J. Alban-Metcalfe, "Leadership: time for a new direction?", Leadership, 1(1), pp51-71
  • John Baldoni, "Great Motivation Secrets of Great Leaders", New York: McGraw-Hill
  • P. Balkundi et M. Kilduff, "The ties that lead: A social network approach to leadership", The Leadership Quarterly, 16(6), pp941-961
  • Herb Baum, “Transparent Leadership”, Leader to Leader, n°37, Summer, pp41-47
  • C. J. Bean, F. Hamilton, "The importance of context, beliefs and values in leadership development", Business Ethics: A European Review, 14(4), pp336–347
  • Denise Belchetz, Kenneth Leithwood, "Successful Leadership: Does Context Matter and If So, How?", In: Christopher Day, Kenneth Leithwood, dir., "Successful principal leadership: An international perspective", Dordrecht, The Netherlands: Springer, pp117-138
  • Y. Berson et J. D. Linton, "An examination of the relationships between leadership style, quality, and employee satisfaction in R&D versus administrative environments", R&D Management, 35(1), pp51–60
  • Michael Beverland & Sandra Luxton, "Managing integrated marketing communication(IMC) through strategic decoupling: How Luxury Wine Firms Retain Brand Leadership While Appearing to Be Wedded to the Past", Journal of Advertising, Vol 34, n°4, December, pp103-116
  • Kanika T. Bhal, "Dyadic and Average Leadership Styles as Predictors of Subordinate Satisfaction, Commitment and Organisational Citizenship Behaviour", Indian Journal of Industrial Relations, Vol 40, n°3, Jan., pp372-385
  • Paul Blackmore, C. Stainton, D. Wilson, "Leadership in staff development: a role analysis", Research in Post-Compulsory Education, 10(2), pp149–164
  • M. Bonaiuto, L. Cicero, D. van Knippenberg, A. W. Kruglanski, A. Pierro, "Leader group prototypicality and leadership effectiveness: The moderating role of need for cognitive closure", The Leadership Quarterly, 16(4), pp503-516
  • Chris Bourg et Mady W. Segal, “Professional Leadership and Diversity in the Army”, In: Lloyd J. Matthews, Don M. Snider, dir., "The Future of the Army Profession", 2d ed., rev. and expanded. Boston: McGraw-Hill, Chap. 32
  • Richard Boyatzis et Annie McKee, "Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion", Boston: Harvard Business School Press
  • J. Bratton, Keith Grint, D. Nelson, "Organizational Leadership", Mason, USA: Southwestern, Thompson Press
  • M. Buckingham, "The one thing you need to know...about great managing, great leading, and sustained individual success", New York: Free Press
  • James M. Burns, “Leadership”, Leadership, 1:1, pp11-12
  • A. Caress, L. Scott, "Shared governance and shared leadership: Meeting the challenges of implementation", Journal of Nursing Management, 13(1), pp4-12
  • Marie Cedillo, Louis W. Fry, Steve Vitucci, “Spiritual Leadership and Army Transformation: Theory, Measurement, and Establishing a Baseline”, The Leadership Quarterly, 16, October, pp835-862
  • J. Chun, F. Dansereau, S. Dionne, F. Yammarino, "Leadership and levels of analysis: A state-of-the-science review", Leadership Quarterly, Vol 16, pp879-919
  • Thomas B Coburn, "Cultivating Spiritual Academics for Leadership--A Presidential Perspective", Journal of College and Character, Vol 6, n°4, May
  • D. Collinson, "Dialectics of leadership", Human Relations, 58(11), pp1419-1442
  • Mary L. Connerley et Paul B. Pedersen, "Leadership in a Diverse and Multicultural Environment: Developing Awareness, Knowledge, and Skills", Thousand Oaks, CA: Sage
  • Linda Coughlin, Keith Hollihan, Ellen Wingard, dir., "Enlightened Power: How Women Are Transforming the Practice of Leadership", San Francisco: Jossey-Bass
  • David De Cremer et Tom R. Tyler, “Process-Based Leadership: Fair Procedures and Reactions to Organizational Change”, The Leadership Quarterly, Vol 16, August, pp529-545
  • David De Cremer et E. Van Dijk, "When and why leaders put themselves first: 489 Leader behaviour in resource allocations as a function of feeling entitled", European Journal of Social Psychology, 35, pp553–563
  • Eric B. Dent, M. Eileen Higgins, Deborah M. Wharff, “Spirituality and Leadership: An Empirical Review of Definitions, Distinctions, and Embedded Assumptions”, The Leadership Quarterly, 16, October, pp625-653
  • Michael H. Dickmann et Nancy Stanford-Blair, "Leading Coherently: Reflections from Leaders around the World", Thousand Oaks, CA: Sage
  • Astrid Eggen, Otto L. Fuglestad, Jorunn MØller, "Successful Leadership Based on Democratic Values", In: Christopher Day, Kenneth Leithwood, dir., "Successful principal leadership: An international perspective", Dordrecht, The Netherlands: Springer, pp71-86
  • D. S. Elenkov, I. M. Manev, "Top management leadership and influence on innovation: The role of sociocultural context", Journal of Management, 31(3), pp381-402
  • G. T. Fairhurst, “Reframing the Art of Framing: Problems and Prospects for Leadership”, Leadership, 1:2, pp165-185
  • Dean Fink, Andy Hargreaves, "Sustainable Leadership", Jossey Bass/Wiley
  • Dean Fink, Andy Hargreaves, "The road to sustainable leadership: The seven principles", The Australian Educational Leader, 27(1), pp10-13, p30
  • Jim Folaron, “The Human Side of Change Leadership”, Quality Progress, Vol 38, April, pp39-43
  • M. Fullan, "Leadership and sustainability: System thinkers in action", Thousand Oaks, CA: Corwin Press
  • Christopher P. Gehler, "Agile Leaders, Agile Institutions: Educating Adaptive and Innovative Leaders for Today and Tomorrow", Strategy Research Project. Carlisle Barracks, PA: U.S. Army War College
  • Peter Georgescu, "The Source of Success: Five Enduring Principles at the Heart of Real Leadership", San Francisco: Jossey-Bass
  • V. L. Goodwin, T. M. Pitts, W. Kageler, J. L. Whittington, "Legacy leadership: The leadership wisdom of the apostle Paul", Leadership Quarterly, Vol 16, pp749−770
  • J. Gooty et S. Michie, "Values, emotions, and authenticity: Will the real leader please stand up?", The Leadership Quarterly, Vol 16, pp441–457
  • H. M. Greenberg et P. J. Sweeney, "Leadership: Qualities that distinguish women", Financial Executive, 21(6), pp32-36
  • Keith Grint, "Leadership: Limits and Possibilities (Management, Work and Organisations)", Palgrave Macmillan
  • R. J. Hall et R. G. Lord, "Identity, deep structure and the development of leadership skill", Leadership Quarterly, 16, pp591-615
    • Philip L. Hanrahan, “Leadership and Command Philosophy”, Armor, 114, March-April, pp47-50
  • S. A. Haslam, N. Hopkins, S. Reicher, “Social Identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality”, Leadership Quarterly, 16:4, pp547-568
  • James T. Hirai et Kim L. Summers, “Leader Development and Education: Growing Leaders. Now for the Future”, Military Review, 85, May-June, pp86-95
  • R. Hogan, R. Kaiser, "What we know about leadership", Review of General Psychology, 9(2), pp169-180
  • W. C. Howard, "Leadership: four styles", Education (Chula Vista, Calif.), 126 (2), pp384-391
  • Robert E. Kaplan, "Leadership that is both forceful and enabling", Leadership in Action, Vol 25, n°1, March/April, pp13–17
  • B. van Knippenberg et D. van Knippenberg, "Leader self-sacrifice and leadership effectiveness: The moderator role of leadership prototypicality", Journal of Applied Psychology, 90, pp25-37
  • Roderick M. Kramer et David M. Messick, dir., "The Psychology of Leadership: New Perspectives and Research", Mahwah, NJ: Lawrence Erlbaum
  • Maria Susman Israel & Beverly Bell Kasper, "Refraining Leadership to Create Change", The Educational Forum, Vol 69, n°1, March, pp16-26
    • Z. Kebonang, "The New Partnership for Africa’s Development: Promoting foreign direct investment through moral political leadership", Africa Insight, Vol 35, n°1, pp3-13
    • T. W. Kent, “Leading and managing: it takes two to tango“, Management Decision, Vol 43, n°7/8, pp1010–1017
    • N. O. Keohane, “On Leadership”, Perspectives on Politics, 3:4, December, pp705-722
    • Fred Kiel et Doug Lennick, "Moral Intelligence: Enhancing Business Performance and Leadership Success", Upper Saddle River, NJ: Wharton School
    • M. Kriger et Y. Seng, “Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions”, Leadership Quarterly, 16:5, pp771-806
    • J. C. Maxwell, "The 360 degree leader: Developing your influence from anywhere in the organization", Nashville, TN: Thomas Nelson
    • M. McCrimmon, "Thought leadership: A radical departure from traditional, positional leadership", Management Decision, 43(7/8), pp1064-1070
  • John B. Miner, "Organizational Behavior I: Essential Theories of Motivation and Leadership", Armonk, NY: Sharpe
  • Graham Neale, Sisse Olsen, "Clinical Leadership In The Provision Of Hospital Care: Must Be Improved To Reduce Basic Errors In Clinical Care", BMJ: British Medical Journal, Vol 330, n°7502, 28 mai, pp1219-1220
  • A. H. Normore et C. Trinidad, "Leadership and gender: A dangerous liaison?", Leadership & Organization Development Journal, 26(7), pp574-590
  • Sharon D. Parks, "Leadership can be taught: A Bold Approach for a Complex World", Boston, MA: Harvard Business School Press
  • T. L. Pittinsky et C. Zhu, “Contemporary public leadership in China: A research review and consideration”, Leadership Quarterly, 16:6, pp921-939
  • L. Prince, “Eating the Menu rather than the Dinner: Tao and Leadership", Leadership, 1:1, pp105-126
  • Scott A. Quatro et Ronald R. Sims, “The Achievements and Challenges of Military Leadership”, In: Ronald R. Sims et Scott A. Quatro, dir., "Leadership: Succeeding in the Private, Public, and Not-For-Profit Sectors", Armonk, NY: Sharpe, Chap. 10
    • George Reed, “Leadership Development: Beyond Traits and Competencies”, In: Lloyd J. Matthews. Don M. Snider, dir., "The Future of the Army Profession", 2d ed., rev. and expanded. Boston: McGraw-Hill, Chap. 27
    • David Rooke et William R. Torbert, “Seven Transformations of Leadership”, Harvard Business Review, 83, April, pp67-76
    • William E. Rosenbach et Robert L. Taylor, dir., "Military Leadership: In Pursuit of Excellence", Cambridge: Westview Press, 4th ed.
    • E. Sauer, "Emotions in Leadership: Leading a Dramatic Ensemble", Tampere University Press, Tampere
    • Patricia D. Schwarber, “Leaders and the Decision-Making Process”, Management Decision, Vol 43, n°7/8, pp1086-1092
  • C. Skinner et P. Spurgeon, "Valuing empathy and emotional intelligence in health leadership: a study of empathy, leadership, and outcome effectiveness", Health Services Management Research, 18, pp1-12
  • R. Starratt, "Responsible leadership”, The Educational Forum, Vol 69, n°2, pp124-133
  • Sherry Stout-Stewart, "Female Community(College presidents: Effective leadership patterns and behaviors", Community College Journal of Research and Practice, Vol 29, n°4, April, pp303-315
  • Timothy H. Warneka, "Leading People the Black Belt Way: Conquering the Five Core Problems Facing Leaders Today", Asogomi Publishing International
  • Margaret J. Wheatley, "Finding our way: Leadership for an uncertain time", San Francisco, CA: Berrett-Koehler
  • D. Williams, "Real Leadership: Helping People and Organizations Face Their Toughest Challenges", San Francisco, CA: BerrettKoehler
  • M. Wood, "The fallacy of misplaced leadership", Journal of Management Studies, 42(6), pp1101-1121
  • Gary Yukl, "Leadership in Organizations", New York: Prentice-Hall, 6th Edition

2006

  • D. F. Abell, "‘The Future of Strategy is Leadership’", Journal of Business Research, 59, pp310–314
  • N. J. Adler, "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
  • 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
  • D. L. Collinson, "Rethinking followership: a post-structuralist analysis of follower identities", The Leadership Quarterly, vol 17(2), pp172-189
  • 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
    • Keith Grint, "Followership", In: Keith Grint et J. Jupp, dir., "Beyond Command", London: HMSO
    • Keith Grint, "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
    • S. Leikas, J. E. Lonnqvist, V. Nissinen, S. V. Paunonen, M. Verkasalo, “Narcissism and emergent leadership in military cadets”, Leadership Quarterly, 17:5, pp475-486
    • 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
  • 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
    • 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

2007

  • D. Abshire, "Trustworthy leaders", Leadership Excellence, Vol 24, n°4, p20
  • C. F. Achua, R. N. Lussier, "Leadership: Theory, application, & skill development", Mason, Ohio: South-Western Cengage Learning, 3ème édition
  • H. Adler, "Key leader characteristics", Leadership Excellence, Vol 24, n°12, pp5–x
  • D. Allen, G. Chen, R. Kanfer, B. L. Kirkman, B. Rosen, "A multilevel study of leadership, empowerment, and performance in teams", Journal of Applied Psychology, 92(2), pp331-346
  • Avis Austin, "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, “The role of leadership in emergent self-organisation”, Leadership Quarterly, 18:4, pp341-356
  • S. Baker et D. Gerlowski, "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, "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 et G. Casimir, "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, "Leadership Board of Directors", Business Strategy Series, Vol 8, n°4, pp318–324
  • K. E. Bedell-Avers, S. T. Hunter, M. D. Mumford, "The typical leadership study: Assumptions, implications, and potential remedies", The Leadership Quarterly, Vol 18, pp435-446
  • B. Bossink, "Leadership for sustainable innovation", International Journal of Technology Management and Sustainable Development, 6(2), pp135-149
  • B. W. Browning, "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, "Effective leadership in higher education", Studies in Higher Education, 32, pp693-710
  • D. Buchanan, R. Caldwell, J. Meyer, J. Storey, C. Wainwright, "Leadership transmission: a muddled metaphor?", Journal of Health Organization and Management, 21(3)
  • C. S. Burke, E. H. Lazzara, E. Salas, D. E. Simms, “Trust in Leadership: A multi-level review and integration”, Leadership Quarterly, 18:6, pp606-632
  • J. M. Burns, "Avant-propos" au livre de R. A. Couto, dir., "Reflections on leadership", New York: University Press of America, ppV-VIII
  • Jamie L. Callahan et Lila L. Carden, "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, "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, "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., "John Adair: Fundamentals of Leadership", Palgrave Macmillan
  • J. L. Chin et J. Sanchez-Hucles, "Diversity and leadership", American Psychologist, 62(6), pp608-609
  • Jay A. Conger, Edwin A. Locke, C. L. Pearce, “Shared leadership theory”, Leadership Quarterly, 18:3, pp281-288
  • R. A. Couto, dir., "Reflections on leadership", New York: University Press of America
  • R. Cragg et P. Spurgeon, “Is it management or leadership?”, Clinician in Management, Vol 15, pp123–125
  • R. L. Cummins, "Can modern media inform leadership education and development", Advances in Developing Human Resources, 9 (2), pp143-145
  • F. G. A. De Bakker, F. E. Six, L. W. J. C. Huberts, "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, “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, "Distributed leadership and organizational change: Reviewing the evidence", Journal of Educational Change, 8(4), pp337-347
  • R. L. Einwohner, "Leadership, authority, and collective action: Jewish resistance in the ghettos of Warsaw and Vilna", American Behavioural Scientist, 50(10), pp1306-1326
  • M. C. Euwema, H. Wendt, H. van Emmerik, "Leadership styles and group organizational citizenship behavior across cultures", Journal of Organizational Behavior, Vol 28, pp1035–1057
  • Mary A. Ferdig, "Sustainability Leadership: Co-creating a Sustainable Future", 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. 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
  • 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
  • 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
  • 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
  • Julia Middleton, "Beyond Authority – Leadership in a changing world", Palgrave Macmillan, ISBN 0230500013
  • 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

2008

  • Scott. J. Allen et Marcy. L. Shankman, "Emotionally Intelligent Leadership: A Guide for College Students", San Francisco, CA: Jossey-Bass
  • D. L. Anderson, M. C. Anderson, W. D. Mayo, "Team coaching helps a leadership team drive cultural change at Caterpillar", Global Business and Organizational Excellence, 27(4), pp40-50
  • Michael Antioco, Adam Lindgreen, Roger Palmer et Martin Wetzels, "Do different marketing practices require different leadership styles? An exploratory study", Journal of Business & Industrial Marketing, Vol 24, n°1, pp14-26
  • A. Ardichvili, S. V. Manderscheid, "Emerging practices in leadership development: An introduction", Advances in Developing Human Resources, 10 (5), pp619-630
  • Marilyn Byrd, "Negotiating new meanings of ‘leader’ and envisioning culturally informed theories for developing African-American women in leadership roles: an interview with Patricia S. Parker", Human Resource Development International, Vol 11, n°1, February, pp101-107
  • Alan Bryman, "Leadership in higher education", In: K. T. James et J. Collins, dir., "Leadership Perspectives: Knowledge into Action", Palgrave, pp126-139
  • J. A. Burruss, J. R. Hackman, D. A. Nunes, R. Wageman, "Senior leadership teams: what it takes to make them great", Boston: Harvard Business School Press
  • B. Carroll, L. Levy, D. Richmond, "Leadership in practice: Challenging the competency paradigm", Leadership 4(4), pp363–379
  • Hsien-Wen Chang & Grier Lin, "Effect of personal values transformation on leadership behaviour", Total Quality Management & Business Excellence, Vol 19, n°1-2, February, pp67-77
  • L. Chen, "Leaders or Leadership: Alternative Approaches to Leadership Studies", Management Communication Quarterly, 21(4), pp547-555
  • R. Cowsill et Keith Grint, "Leadership, task and relationship: Orpheus, Prometheus and Janus", Human Resource Management Journal, 18, pp188-195
  • Fred Dansereau et Fran Yammarino, "Multi-Level Nature of and Multi-Level Approaches to Leadership", Leadership Quarterly, 19, pp135-141
  • R. L. Daft, "The leadership experience", Mason, OH: Thomson South-Western, 4ème édition
  • K. Dale, M. L. Fox, "Leadership style and organizational commitment: mediating effect of role stress", Journal of Managerial Issues, 20(1), pp109-130
  • A. Dale Thompson, M. Grahek, R. E. Phillips, C. L. Fay, "The search for worthy leadership", Consulting Psychology Journal: Practice and Research, 60(4), pp366–382
  • W. H. Drath, C. D. McCauley, C. J. Palus, E. Van Velsor, P. M. G. O'Connor, J. B. McGuire, "Direction, alignment, commitment: Toward a more integrative ontology of leadership", The Leadership Quarterly, Vol 18, pp635–653
  • G. S. Erben et A. B. Guneser, "The relationship between paternalistic leadership and organizational commitment: Investigating the role of climate regarding ethics", Journal of Business Ethics, 82, pp955-968
  • C. Ernst, S. Wong, J. Yip, "The Nexus Effect: When leaders span boundaries", Leadership in Action, Vol 28, n°4
  • Jeffery Ferguson & John Milliman, "Creating Effective Core Organizational Values: A Spiritual Leadership Approach", International Journal of Public Administration, Vol 31, n°4, March, pp439-459
  • E. Foldy, L. Goldman, S. Ospina, "Sensegiving and the role of cognitive shifts in the work of leadership", The Leadership Quarterly, Vol 19, pp514-529
  • D. Forsyth, A. Goethals, C. Hoyt, dir. "Social psychology of leadership", New York: Praeger
  • S. A. Furst et M. Reeves, "Queens of the hill: Creative destruction and the emergence of executive leadership of women", The Leadership Quarterly, 19(3), pp372-384
  • Keith Grint, "Leadership, Management and Command: Rethinking D-Day", Basingstoke: Palgrave
  • Keith Grint, "Forward to the past or back to the future? Leadership, 1965-2006", In: S. Dopson, M. Earl, P. Snow, dir., "Mapping the management journey: practice, theory, and context", Oxford: Oxford University Press, Ch 5, pp104-120
  • Keith Grint, "Leadership", In: Y. Gabriel, dir., "Organizing words: a critical thesaurus for social and organization studies", Oxford: Oxford University Press, pp158-159
  • R. J. Harrison, J. Li, "National Culture and the Composition and Leadership Structure of Boards of Directors", Corporate Governance: An International Review, Vol 16, n°5, pp375–385
  • Richard Hatcher, "System leadership, networks and the question of powere, Management in Education, April, Vol 22, pp24-30
  • Janet Holmes, "Gender and leadership: Some socio-pragmatic considerations", The Journal and Proceedings of GALE, 1,1, pp4-16
  • H. H. Johnson, "Mental models and transformative learning: The key to leadership development?", Human Resource Development Quarterly, 19, pp85-89
  • J. R. Johnson, R. A. Meyers, "Facilitating the design of a campus leadership team", Communication Education, 57(4), pp472-481
  • S. Kelly, "Leadership: A categorical mistake?", Human Relations, 61, pp763-782
  • A. Konu, E. Viitanen, "Shared leadership in Finnish social and health care", Leadership in Health Services, 21(1), pp28-40
    • E. Lean, D. W. White, "The impact of perceived leader integrity on subordinates in a work team environment", Journal of Business Ethics, 81, pp765-778
    • Chen Ling, "Leaders or leadership: alternative approaches to leadership studies", Management Communication Quarterly, 21, pp547-555
    • Michael Maccoby, To win the respect of followers, leaders needs personality intelligence, Ivey Business Journal, May/June
    • H. Nienaber et G. Roodt, “Management and leadership: buccaneering or science?”, European Business Review, Vol 20, n°1, pp36–50
  • T. O. Peterson, D. D. Van Fleet, "A tale of two situations: An empirical study of behavior by not-for-profit managerial leaders", Public Performance & Management Review, Vol 31, pp503-516
  • J. W. Smither, D. Waldman, A. G. Walker, "A longitudinal examination of concomitant changes in team leadership and customer satisfaction", Personnel Psychology, 61(3), pp547-577
  • B. R. Spisak, Mark Van Vugt, "Sex differences in leadership emergence during competitions within and between groups", Psychological Science, 19, pp854-858
  • B. Steinheider et T. Wuestewald, "From the bottom-up: Sharing leadership in a police agency", Police Practice & Research, 9(2), pp145-163
  • Kerry S. Webb, "Creating Satisfied Employees in Christian Higher Education: Research on Leadership Competencies", Christian Higher Education, Vol 8, n°1, December, pp18-31
  • S. Western, "Leadership a critical text", Thousand Oaks, CA: Sage Publications
  • T. Williamson, "The good society and the good soul: Plato’s Republic on leadership", The Leadership Quarterly, 19, pp397–408
  • C. Yang, "The Relationships Among Leadership Styles, Entrepreneurial Orientation, and Business Performance”, Managing Global Transitions, 6(3), pp257-275
  • Gary Yukl, "How leaders influence organizational effectiveness", The Leadership Quarterly, Vol 19, pp708-722

2009

  • J. Rank, N. E. Nelson, T. D. Allen, X. Xu, "Leadership predictors of innovation and task performance: Subordinates' self ‐ esteem and self presentation as moderators", Journal of Occupational and Organizational Psychology, 82(3), pp465-489
  • T. Z. Ang, J. L. Harcourt, G. Sweetman, R. A. Johnstone, A. Manica, "Social feedback and the emergence of leaders and followers", Current Biology, 19, pp248–252
  • J. R. Barker, D. L. Collinson, D. Tourish, "Manufacturing conformity: leadership through coercive persuasion in business organizations", M@n@gement, vol 12(5), pp360-383
  • Kimberly B. Boal, J. G. Hunt, Richard N. Osborn, "The architecture of managerial leadership: Stimulation and channeling of organizational emergence", The Leadership Quarterly, 20, pp503-516
  • Alan Bryman et S. Lilley, "Leadership researchers on leadership in higher education", Leadership, 5(3), pp331-346
  • Timothy C. Caboni & Eve Proper, "Re-envisioning the Professional Doctorate for Educational Leadership and Higher Education Leadership: Vanderbilt University's Peabody College Ed.D. Program", Peabody Journal of Education, Vol 84, n°1, February, pp61-68
  • J. Callanan, S. A. Moss, N. Dowling, "Towards an integrated model of leadership and self regulation", Leadership Quarterly, Vol 20, pp162-176
  • W. Keith Campbell & Stacy M. Campbell, "On the Self-regulatory Dynamics Created by the Peculiar Benefits and Costs of Narcissism: A Contextual Reinforcement Model and Examination of Leadership", Self and Identity, Vol 8, n°2-3, April, pp214-232
  • J. G. Clawson, "Level three leadership: Getting below the surface", Upper Saddle River, NJ: Pearson Prentice Hall, 4ème édition
  • Cedric Cohen Skalli, "Abravanel's Commentary on the Former Prophets: Portraits, Self-Portraits, and Models of Leadership", Jewish History, Vol 23, n°3, (Isaac Abravanel in His Time), pp255-280
  • D. L. Collinson et M. Collinson, "Blended leadership: employee perspectives on effective leadership in the UK further education sector", Leadership, vol 5(3)
  • J. R. G. Dyer, A. Johansson, D. Helbing, I. D. Couzin, J. Krause, "Leadership, consensus decision making and collective behaviour in humans", Philosophical Transactions of the Royal Society B: Biological Sciences, 364, pp781–789
  • Fred Dansereau et Fran Yammarino, "Multi-Level Issues in Leadership and Organizational Behavior", Oxford, UK: Emerald Publishing Group
  • Deniz Deryakulu & Sinan Olkun, "Technology leadership and supervision: an analysis based on Turkish computer teachers' professional memories", Technology, Pedagogy and Education, Vol 18, n°1, March, pp45-58
  • N. Ehsan, S. Nauman, A. M. Khan, "Patterns of empowerment and leadership style in project environment", International Journal of Project Management, 28, pp638-649
  • C. Ernst, J. Yip, "Boundary spanning leadership: Tactics to bridge social identity groups in organizations", In: T. L. Pittinsky, dir., "Crossing the divide: Intergroup leadership in a world of difference", Boston: Harvard Business School Press, pp89-99
  • Heather Forest, "Artful Leadership for Creating Positive Social Change: Reflections on an Arts-Based Autoethnography", Storytelling, Self, Society, Vol 5, n°2, May, pp72-89
  • F. Hamidifar, "A study of the relationship between leadership styles and employee job satisfaction at Islamic Azad University branches in Tehran", Iran: Islamic Azad University Branches
  • C. E. Hinţea, C. Mora, T. C. Ţiclău, "Leadership and management in the health care system: leadership perception in cluj county children’s hospital", Transylvanian Review of Administrative Sciences, vol 27E, pp89-104
  • Shaun Hughes, "Leadership, management and sculpture: how arts based activities can transform learning and deepen understanding", Reflective Practice, Vol 10, n°1, February, pp77-90
  • G. Islam, "Animating leadership: Crisis and renewal of governance in four mythic narratives", The Leadership Quarterly, 20, pp828-836
  • A. J. King, D. D. P. Johnson, Mark Van Vugt, "The origins and evolution of leadership", Current Biology, 19, pp911–916
  • S. R. Komives, W. Wagner, "Leadership for a Better World: Understanding the Social Change Model of Leadership Development", San Francisco: Jossey-Bass
  • Luc Machard, Wim Rogmans, Florence Weill, "Call for cross governmental leadership to strategic cooperation among multiple stakeholders in preventing injuries in Europe: Conclusions of the 2nd European Conference on Injury Prevention and Safety Promotion, 9–10 October 2008", International Journal of Injury Control and Safety Promotion, Vol 16, n°2, June, pp97-101
  • Matthew M. Mars, "Student Entrepreneurs as Agents of Organizational Change and Social Transformation: a Grassroots Leadership Perspective", Journal of Change Management, Vol 9, n°3, September, pp339-357
  • Edward A. McCord, "Local Bullies and Armed Force Entrepreneurs: Militia Leadership in Republican Hunan", Twentieth-Century China, Vol 34, n°2, April, pp5-29
  • O. Mgbere, "Exploring the Relationship between Organizational Culture, Leadership Styles and Corporate Performance: An Overview", Journal of Strategic Management Education, Vol 5, pp187-202
  • Roger Nierenberg, "Maestro: A Surprising Story About Leading by Listening", Portfolio, ISBN 1591842883
  • Silke Scheer, The Entrepreneur As Business Leader: Cognitive Leadership In The Firm, Edward Elgar Publishing
  • Gary Yukl, "Leadership in Organizations", Upper Saddle River, NJ: Prentice Hall

Depuis 2010

2010

  • Marie Anzalone, Al Copolillo, Jayne Shepherd, Shelly J. Lane, Taking on the Challenge of the Centennial Vision: Transforming the Passion for Occupational Therapy into a Passion for Leadership", Occupational Therapy In Health Care Volume 24, Issue 1, January 2010, pages 7-22
  • S. Brookes et Keith Grint, dir., "The new public leadership challenge", Houndmills, Basingstoke, Hampshire ; New York: Palgrave Macmillan
  • S. Brookes et Keith Grint, "A new public leadership challenge?", In: S. Brookes et Keith Grint, dir., "The new public leadership challenge", Houndmills, Basingstoke, Hampshire ; New York: Palgrave Macmillan, Ch 1, pp1-16
  • Merilyn Childs, Mike Keppell, Carolyn O’Dwyer, Betsy Lyon, "Transforming distance education curricula through distributive leadership", Vol 18, n°3, November, pp165-178
  • Charles Chow Hoi Hee et Bruce Gurd, "Leadership essentials from Sun Zi's Art of War and the Bhagavad Gita", Journal of Management History, Vol 16, n°3, pp396-414
  • D. Chrobot-Mason, C. Ernst, "Boundary Spanning Leadership: Six Practices for Solving Problems, Driving Innovation, and Transforming Organizations", New York: McGraw-Hill Professional
  • L. A. DeChurch, D. Doty, N. J. Hiller, T. Murase, E. Salas, "Leadership across levels: Levels of leaders and their

levels of impact", The Leadership Quarterly, Vol 21, pp1069–1085

  • Margaret H. DeFleur, David D. Kurpius, Anne Osborne & John Maxwell Hamilton, "The Masters: Creating a New Generation of Leaders for Mass Communication Education and Beyond", Communication Education, Vol 59, n°1, January, pp19-40
  • P. Gayá Wicks, A. Rippin, "Art as experience: An inquiry into art and leadership using dolls and dollmaking", Leadership, Vol 6, pp259-278
  • Jonathan Gosling et Ian Sutherland, "Cultural Leadership: Mobilising culture from affordances to dwelling", The Journal of Arts Management, Law, and Society. March
  • Jonathan Gosling, A. Marturano, M. Wood, "Leadership as Language Game", Philosophy of Management, 9(1)
  • Keith Grint, "Leadership: a very short introduction", Oxford; New York: Oxford University Press
  • Keith Grint, "The Cuckoo Clock Syndrome: addicted to command, allergic to leadership", European Management Journal, 28, pp306-313
  • Keith Grint, "The sacred in leadership: separation, sacrifice and silence", Organization Studies, 31, pp89-107
  • Keith Grint, "Placing leadership", Policy Studies, 31, pp365-366
  • Keith Grint, "Wicked problems and clumsy solutions: the role of leadership", In: S. Brookes et Keith Grint, dir., "The new public leadership challenge", Houndmills, Basingstoke, Hampshire ; New York: Palgrave Macmillan, Ch 11, pp169-186
  • Ronald A. Heifetz, "Leadership", In: Richard A. Couto, dir., "Political and Civic Leadership: A Reference Handbook", Sage, pp12-23
  • Ronald A. Heifetz, "Leadership and Values", In: Richard A. Couto, dir., "Political and Civic Leadership: A Reference Handbook", Sage, pp24-27
  • D. I. Jung, J. J. Sosik, "Full range leadership development: Pathways for people, profit, and planet", New York: Routledge
    • Tom Kent, commentaire du livre de Silke Scheer, "The Entrepreneur As Business Leader: Cognitive Leadership In The Firm", Leadership & Organization Development Journal, Vol 31, n°5, pp473-474
  • A. J. Kinicki, A. S. Tsui, J. B. Wu, "Consequences of differentiated leadership in groups", Academy of Management Journal, 53(1), pp90‐106
  • Michael Maccoby et T. Scudder, "Becoming a Leader We Need with Strategic Intelligence", Carlsbad, CA: Personal Strengths Publishing
  • Kae Rader, Diana Whitney, Amanda Trosten-Bloom, "Appreciative leadership", McGraw-Hill, ISBN 0071714065,
  • A. Tsui, J. Yang, Z.-X. Zhang, "Middle manager leadership and Frontline Employee Performance : Bypass, Cascading, and Moderating Effects", Journal of Management Studies, Vol 47, pp1467-1486

2011

  • B. Al-Ani, A. Horspool, M. C. Bligh, "Collaborating with 'Virtual Strangers': Towards Developing a Framework for Leadership in Distributed Teams", Leadership, 7(3), August
  • F. Bernhard, M. P. O'Driscoll, "Psychological Ownership in Small Family-Owned Businesses: Leadership Style and Nonfamily-Employees’ Work Attitudes and Behaviors", Group & Organization Management, Vol 36, pp345-384
  • Alan Bryman, D. L. Collinson, Keith Grint, B. Jackson et M. Uhl-Bien, dir., "The Sage handbook of leadership", London: SAGE Publications Ltd
  • K. Cameron, "Responsible leadership as virtuous leadership", Journal of Business Ethics, 98(1), pp25–35
  • Wendy Campbell, "Resilient Leadership", AI Practitioner, Vol 13, n°2
  • D. Collinson, Keith Grint et B. Jackson, "Leadership", Los Angeles, Calif. ; London: Sage
  • D. Chrobot-Mason, C. Ernst, "Flat World, Hard Boundaries – How to Lead Across Them", MIT Sloan Management Review, Spring, 52(3)
  • L. A. DeChurch, N. J. Hiller, T. Murase, D. Doty, "Searching for outcomes of leadership : A 25 years review", Journal of Management, Vol 37, pp1137-1177
  • Rosemary Deem, Jonathan Morris, Dermot O'Reilly, Mike Wallace, "Public Service Leaders as ‘Change Agents’ – for Whom? Responses to leadership development provision in England", Public Management Review, Vol 13, n°1, January, pp65-93
  • Clive Dimmock & Jonathan W.P. Goh, "Transformative pedagogy, leadership and school organisation for the twenty-first-century knowledge-based economy: the case of Singapore", School Leadership & Management, Vol 31, n°3, July, pp215-234
  • Mario Gastaldi, "New Leaders: How Conflict Transforms Into Distributed Leadership, Producing Organizational Fitness", AI Practitioner, Vol 13, n°1
  • John Gibney, "Knowledge in a “Shared and Interdependent World”: Implications for a Progressive Leadership of Cities and Regions", European Planning Studies, Vol 19, n°4, April, pp613-627
  • R. Gill, "Theory and practice of leadership", (2nd ed), London: Sage
  • Keith Grint, "A history of leadership", In: Alan Bryman, D. Collinson, Keith Grint, B. Jackson, Mary Uhl-Bien, dir., "Sage handbook of leadership", London: Sage, pp3-14
  • Ronald Heifetz, "Debate: Leadership and authority", Journal: Public Money & Management, Vol 31, n°5, September, pp305-308
  • S. Hunter, C. Thoroughgood, K. Sawyer, "Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership”, Journal of Business Ethics, Vol 100, n°4, pp647-672.
  • B. Jackson, K. Parry, "A very short fairly interesting and reasonably cheap book about studying leadership", London: Sage
  • S. K. Johnson, S. A. Murphy, "The Benefits of a Long-Lens Approach to Leader Development: Understanding the Seeds of Leadership", Leadership Quarterly, Vol 22, pp459-70
  • S. K. Johnson, R. J. Reichard, "Leader self-development as organizational strategy", The Leadership Quarterly, 22(1), pp33–42
  • Lisa Kimball, "The Leadership ‘Sweet Spot’", AI Practitioner, Vol 13, n°1
  • Daniel Lieberfeld, "Reconciliation-Oriented Leadership: Chilean President Michelle Bachelet", Peace and Conflict: Journal of Peace Psychology, Vol 17, n°3, July, pp303-325
  • Unnikammu Moideenkutty & Stuart M Schmidt, "Leadership tactics: enabling quality social exchange and organizational citizenship behavior", Organization Management Journal, Vol 8, n°4, December, pp229-241
  • Srinivasan S. Pillay, "Your Brain and Business: The Neuroscience of Great Leaders", Upper Saddle River, NJ: FT Press
  • Cynthia Roberts, Carolyn Roper, "The Four C's of Leadership Development", In: Jason A. Wolf, Heather Hanson, Mark J. Moir, Len Friedman, Grant T. Savage, dir., "Organization Development in Healthcare: Conversations on Research and Strategies", Advances in Health Care Management, Vol 10, Emerald Group Publishing Limited, pp125-149
  • Keimei Sugiyama et Tojo Thatchenkery, "Making the Invisible Visible: Understanding Leadership Contributions of Asian Minorities in the Workplace", New York: Palgrave Macmillan
  • Dale Walton, commentaire du livre de Huiyun Feng, "Chinese Strategic Culture and Foreign Policy Decision-Making: Confucianism, Leadership and War", Comparative Strategy, Vol 30, n°1, March, pp100-101

2012

  • A. K. Alsayed, M. H. Motaghi, I. B. Osman, "The Use of the Multifactor Leadership Questionnaire and Communication Satisfaction Questionnaire in Palestine: A Research Note", International Journal of Scientific and Research Publications, Vol 2, n°11, November, pp1-9
  • B. K. Blaylock, C. F. Falk, "The H Factor: A behavioral explanation of leadership failures in the 2007-2009 financial system meltdown", Journal of Leadership, Accountability & Ethics, 9(2), pp68-82
  • A. Chaudhry, K. Randeree, "Leadership-Style, Satisfaction and Commitment: An Exploration in the United Arab Emirates' Construction Sector", Engineering, Construction and Architectural Management, Vol 19, n°1, pp61-85
  • S. Gächter, D. Nosenzo, E. Renner, M. Sefton, "Who makes a good leader? Cooperativeness, optimism, and leading-by-example", Economic Inquiry, Vol 50, pp953-967
  • R. D. Hackett, G. Wang, "Virtues and leadership: An integrating conceptual framework founded in Aristotelian and Confucian perspectives on virtues", Management Decision, 50(5), pp868–899
  • Walter Isaacson, “The Real Leadership Lessons of Steve Jobs", Harvard Business Review, April, pp93–102
  • A. Ishaque, A. Mahmood, S. Rehman, A. Shareef, "Perceived Leadership Styles and Organizational Commitment", Interdisciplinary Journal of Contemporary Research in Business, Vol 4, n°1, May, pp616-626
  • L. D. Marquet, "Turn The Ship Around! How to Create Leadership at Every Level", Texas: Greenleaf Book Group Press
  • Lawrence Paretta, "Failures in leadership: assessing organizational, strategic, and tactical intelligence failures prior to 11 September 2001", Criminal Justice Studies, Vol 25, n°3, September, pp301-317
  • M. Uhl-Bien, S. Ospina, dir., "Advancing relational leadership research: A dialogue among perspectives", Charlotte, NC: IAP

2013

  • C. S. Abbatte, S. Ruggieri, "Leadership style, self-sacrifice, and team identification", Social Behavior and Personality, Vol 41, n°7, pp1171-1178
  • E. Arbak, M. C. Villeval, "Voluntary leadership: motivation and influence", Social Choice and Welfare, Vol 40, pp635-662
  • Mary Ben Bonham, "Leading by example: new professionalism and the government client", Building Research & Information, Vol 41, n°1, February, pp77-94
  • David Berkowitz & Brent M. Wren, "Creating strategic commitment in franchise systems: establishing the link between leadership, organizational structure, and performance", Journal of Small Business & Entrepreneurship, Vol 26, n°5, September, pp481-492
  • Kevin Coe, commentaire du livre de Diane J. Heith, "The Presidential Road Show: Public Leadership in an Era of Party Polarization and Media Fragmentation", Political Communication, Vol 30, n°3, July, pp510-512
  • S. Böhm, C. Land, N. Sutherland, "Anti-leaders(hip) in social movement organizations: The case of autonomous grassroots groups", Organization, 0(0), pp1-23
  • K. Cameron, "Practicing positive leadership: Tools and techniques that create extraordinary results", San Francisco: Berrett-Koehler Publishers
  • C. Chiu, F. Dansereau, S. R. Seitz, B. Shaughnessy, Francis J. Yammarino, "What makes leadership, leadership? Using self-expansion theory to integrate traditional and contemporary approaches", The Leadership Quarterly, 24 (6), pp798-821
  • John De Nobile, Scott Marsh, Manjula Waniganayake, "Leadership for Learning as an intentional, community-wide activity: the importance of developing a shared language in schools", School Leadership & Management, Vol 33, n°4, September, pp395-411
  • M. Drouvelis, D. Nosenzo, "Group identity and leading-by-example", Journal of Economic Psychology, Vol 39, pp414-425
  • S. Eacott, "Leadership and the social: time, space and the epistemic", International Journal of Educational

Management, 27(1), pp91-101

  • Zeenobiyah N. Hannif, Anne Vo, "The reception of Anglo leadership styles in a transforming society: the case of American companies in Vietnam", The International Journal of Human Resource Management, Vol 24, n°18, October, pp3534-3551
  • C. S. Howard, J. A. Irving, "The impact of obstacles and developmental experiences on resilience in leadership formation", Proceedings of the American Society for Business and Behavioral Sciences, 20(1), pp679-687
  • Eric Stoller, "Our Shared Future: Social Media, Leadership, Vulnerability, and Digital Identity", Journal of College and Character, Vol 14, n°1, February, pp5-10
  • Ian Sutherland, "Arts-based methods in leadership development: Affording aesthetic workspaces, reflexivity and memories with momentum", Management Learning, 44(1), pp25-43

2014

  • Jamie B. Barker, Pete Coffee, Andrew L. Evans, Matthew J. Slater, "Promoting shared meanings in group memberships: a social identity approach to leadership in sport", Reflective Practice, Vol 15, n°5, September, pp672-685
  • Rahul C. Basole & Jagannath Putrevu, "On Leadership, Alliance Formation, and Enterprise Transformation", Journal of Enterprise Transformation, Vol 4, n°1, January, pp28-50
  • J. E. Dinh, R. G. Lord, W. L. Gardner, J. D. Meuser, R. C. Liden, J. Hu, "Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives", The Leadership Quarterly, 25(1), pp36-62
  • Olivier Doucet, Marie-Claude Gaudet, Michel Tremblay, "Exploring the black box of the contingent reward leadership–performance relationship: The role of perceived justice and emotional exhaustion", European Journal of Work and Organizational Psychology, Vol 23, n°6, November, pp897-914
  • G. R. Hickman, G. J. Sorenson, "The power of invisible leadership: How a compelling common purpose inspires exceptional leadership", Thousand Oaks, CA: Sage
  • C. S. Howard, Justin A. Irving, "The impact of obstacles defined by developmental antecedents on resilience in leadership formation", Management Research Review, 37(5), pp466-478
  • Stephen Jull, Sue Swaffield & John MacBeath, "Changing perceptions is one thing…: barriers to transforming leadership and learning in Ghanaian basic schools", School Leadership & Management, Vol 34, n°1, January, pp69-84

2015

  • Recep Akdag, "Lessons from Health Transformation in Turkey: Leadership and Challenges", Health Systems & Reform, Vol 1, n°1, January, pp3-8
  • Bruno Broucker, "Leadership and culture: comparative models of top civil servant training", International Review of Public Administration", Vol 20, n°4, October, pp390-393
  • Oleksander Chernyshenko, Nigel Guenole, Stephen Stark & Fritz Drasgow, "Are predictions based on situational judgement tests precise enough for feedback in leadership development?", European Journal of Work and Organizational Psychology, Vol 24, n°3, May, pp433-443
  • David DeBrot, Wei Wei, Carol Witney, "The role of leadership in small scale educational change", Asia Pacific Journal of Education, Vol 35, n°1, January, pp40-54
  • Antoinette Gagné & Stephanie Soto Gordon, "Leadership education for English language learners as transformative pedagogy", Intercultural Education, Vol 26, n°6, November, pp530-546
  • Ruth Harris, Gillian Hewitt, Sarah Sims, "Evidence of a shared purpose, critical reflection, innovation and leadership in interprofessional healthcare teams: a realist synthesis", Journal of Interprofessional Care, Vol 29, n°3, May, pp209-215
  • Hua Jiang, Owen Kulemeka, Yi Luo, "Strategic Social Media Management and Public Relations Leadership: Insights from Industry Leaders", International Journal of Strategic Communication, Vol 9, n°3, July, pp167-196
  • Yaffa Moskovich, "Activist Leadership in the New Israeli Labour Unions — The Histadrut. Bringing about Privatisation, Downsizing, and Goal Transformation: An Israeli Case Study", Journal of Organisational Transformation & Social Change, Vol 12, n°2, August, pp159-177
  • Ross Notman, "Seismic Leadership, Hope, and Resiliency: Stories of Two Christchurch Schools Post-Earthquake", Leadership and Policy in Schools? Vol 14, n°4, October, pp437-459
  • Maria Pietilä, "Tenure track career system as a strategic instrument for academic leaders", European Journal of Higher Education, Vol 5, n°4, October, pp371-387
  • Brian E. White, "On Leadership in the Complex Adaptive Systems Engineering of Enterprise Transformation", Journal of Enterprise Transformation, Vol 5, n°3, July, pp192-217

2016

  • John Reynolds & Jon Wallace, "Envisioning the Future of Christian Higher Education: Leadership for Embracing, Engaging, and Executing in a Changing Landscape", Christian Higher Education, Vol 15, n°1-2, January, pp106-114

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