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Leadership : Bibliographie

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Leadership : Bibliographie

Sommaire

de 1911 à 1949

  • 1911, 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
  • 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,
    • 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
  • 1928, C. Schenk, "Leadership", Infantry Journal, 33, pp111-122
  • 1929, E. S. Bogardus, “Leadership and attitudes”, Sociology and Social Research, Vol 13, pp377-387
  • 1933, Clarence E. Case, "Leadership and conjoncture: a sociological hypothesis", Sociology and social research, 17, pp510-513
  • 1934, J. H. Burns, "Psychology and Leadership", Fort Leavenworth, Kansas:Command and General Staff School Press
  • 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
  • 1942, A. Bevelas et Kurt Lewin, "Training in democratic leadership", Journal of Abnormal and Social Psychology, 37, pp115-119
  • 1944, Douglas McGregor, "Conditions of Effective Leadership in the Industrial Organization", Journal of Consulting Psychology, 8, pp55-63
  • 1948,
    • 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

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
    • 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
  • 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
    • 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
  • 1955, 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
  • 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,
  • 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
    • Robert Tannenbaum et Warren H. Schmitt, "How to choose a leadership pattern", Harvard Business Review, 36, March-April, pp95-101
    • repris en 1973, How to Choose a leadership Pattern, Harvard Business Review, May-June, n°73311, pp162-180
  • 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
    • O. N. Bradley, "Leadership", Military Review, 46, pp48-53
    • F. C. Mann et V. H. Vroom, "Leader authoritarianism and employee attitudes", Personnel Psychology, 13, pp125–140
  • 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
    • 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
    • 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
  • 1964,
    • Robert R. Blake et Jane S. Mouton, "The managerial grid", Houston, Gulf Publishing Company
    • Frederick 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 P. Hollander, "Leaders, groups, and influence", New York: Oxford University Press
  • 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
    • 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 E. Fiedler, "A Theory of Leadership Effectiveness", McGraw-Hill, New York
  • 1968, John Adair, "Training for Leadership", Macdonald
  • 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
    • Edwin P. Hollander, J. W. Julian, "Contemporary trends in the analysis of leadership processes", Psychological Bulletin, 71, pp387-397

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
    • Edwin P. Hollander, J. W. Julian, "Studies in leader legitimacy, influence, and innovation', In: L. Berkowitz, dir., "Advances in experimental social psychology, Vol 5, New York: Academic Press, pp33-69
    • 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
    • N. Frohlich, J. Oppenheimer et O. Young, "Political Leadership and Collective Goods", Princeton University Press, Princeton
    • 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
  • 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
    • Fred E. Fiedler, “How do you make leaders more effective”, In: J. L. Pierce et J.W. Newstrom, dir., Leaders & the Leadership Process - Readings, Self-assessments & Applications, McGraw-Hill Higher Education, pp146-151
    • 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. Cashman, F. Dansereau, G. Graen, "Instrumentality Theory and Equity as Complementary Approaches in Predicting the Relationship of Leadership and Turnover among Managers", Organizational Behavior and human performance, n°10, pp184-200
    • J. Cashman, F. Dansereau, G. Graen, T. Minami, "Leadership behaviors as cues to performance evaluation", Academy of Management Journal, Briarcliff Manor, vol 16, n°4, pp611-
    • James Owen, "The User of Leadership Theory", Michigan Business Review, January
    • 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
    • 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
    • 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
    • J. Cashman, et G. Graen, "A Role-Making Model of Leadership in Formal Organizational Developmental Approach", Organization and Administrative Sciences, vol 6, n°2-3, pp143-
    • F. Dansereau, G. Graen, W. J. Haga, "A Vertical Dyad Linkage Approache to Leadership within Formal Otganizations", Organizational Behavior and human performance, n°13, pp46-78
    • 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
    • R. N. Osborn et J. G. Hunt, "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: Kent State University Press, pp27-44
  • 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
    • P. M. Bons, Fred E. Fiedler, "Changes in organizational leadership and the behavior of relationship- and task-motivated leaders", Administrative Science Quarterly, 21, pp433-472
    • D. D. Braun, "Alienation and participation: a replication comparing leaders and the ' mass'", Journal of Political and Military Sociology, pp245-259
    • 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
  • 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
    • 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
    • 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
    • C. Fraser, "Small groups: structure and leadership", In: H. Tajfel & C. Fraser, dir., "Introducing Social Psychology", Harmondsworth: Penguin Books, pp176-200
    • George Graen et William Schiemann, "Leader-Member Agreement: A Vertical Dyad Linkage Approach", Journal of Applied Psychology, 63, pp206–212
    • Edwin P. Hollander, "Leadership dynamics: A practical guide to effective relationships", NYC: Free Press
    • Edwin P. Hollander, "What is the Crisis of Leadership?", Humanitas, 14, pp285-296
    • 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
    • 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
    • Edwin P. Hollander, "Leadership dynamics: A practical guide to effective relationships", New York: Free Press

De 1980 à 1989

  • 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
    • C. C. Manz et H. P. Sims, "Self-management as a Substitute for Leadership", Academy of Management Review, 5, pp361-367
  • 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
    • LaWanda F. Cox, "Lincoln and Black Freedom: A Study in Presidential Leadership", Columbia: University of South Carolina Press
    • J. E. Garcia et M. J. Strube, "A meta-analytic investigation of Fiedler’s contingency model of leadership effectiveness", Psychological Buletin, 90, pp307–321
    • Bertha S. Laury et Marion Wijnberg, "Transforming traditional supervisors into team leaders", Social Work With Groups, Vol 4, n°1-2, November, pp169-180
    • 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
      • 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
    • George B. Graen, M. A. Novak, P. Sommerkamp, "The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model", Organizational Behavior and Human Performance, 30, pp109-131
    • 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
  • 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
    • R. P. Vecchio, "Assessing the validity of Fiedler’s contingency model of leadership effectiveness: A closer look at Strube and Garcia", Psychological Buletin, 93, pp404–408
    • 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
    • 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
    • J. H. Cage, M. E. Heilman, J. K. Herschlag, H. A. Hornstein, "Reactions to prescribed leader behavior as a function of role perspective: The case of the Vroom-Yetton model", Journal of Applied Psychology, 69(1), pp50-60
    • 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
    • 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
    • George B. Graen et T. A. Scandura, "Moderating Effects of Initial Leader-Member Exchange Status on the Effects of a Leadership Intervention", Journal of Applied Psychology, Washington, vol 69, n°3, pp428-
    • George B. Graen, A. Seers, "The Dual Attachment Concept: A Longitudinal Investigation of the Combination of Task Characteristics and Leader-Member Exchange", Organizational Behavior and Human Performance, vol 33, n°3, pp283-
    • 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
    • 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
  • 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
    • Bernard M. Bass, "Leadership and performance beyond expectations", New York: Free Press
    • Bernard M. Bass, "Leadership: Good, Better, Best", Organizational Dynamics, 13(3), pp26-40
    • Warren Bennis et B. Nanus, "Leaders: strategies for taking charge", Dryden, NY: Dryden Press
    • K. Chung, M. Lubatkin, "Leadership origin and organizational performance in prosperous and declining firms", Academy of Management Proceedings, pp25-29
    • 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
    • Janet M. Dukerich, Sanford B. Ehrlich, James R. Meindl, "The Romance of Leadership", Administrative Science Quarterly, 30(1), pp78-102
    • 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
    • D. D. Hartke, L. H. Peters, J. T. Pohlmann, "Fiedler’s contingency theory of leadership: An application of the meta-analysis procedures of Schmidt and Hunter", Psychological Buletin, 97, pp274–285
    • 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
    • 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
    • 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, pp67-81
    • 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
    • Sanford B. Ehrlich, James R. Meindl, "The Romance of Leadership and the Evaluation of Organizational Performance", Administrative Science Quarterly, Vol 30, n°1, Mar., pp91-108
    • 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
    • James M. Kouzes et Barry Z. Posner, "The leadership challenge: How to get extraordinary things done in organizations", San Francisco: Jossey-Bass
      • 3ème édition en 2002, San Francisco: Jossey-Bass
    • J. Mahoney, "Leadership Effectiveness Analysis: A Facilitator's Guide", Portland, ME: Management Research Group
    • C. Miller, "Leadership", Colorado Springs, CO: Navpress
    • 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
    • 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
    • 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
    • Sanford B. Ehrlich, James R. Meindl, "Developing a romance of leadership scale", Proceedings of the Eastern Academy of Management, 30, pp133-135
    • Fred E. Fiedler, Robert J. House, "Leadership Theory and Research: A Report of Progress", In: C. I. Cooper & I. Robertson, dir., "International Review of Industrial and Organizational Psychology", New York: Wiley, pp73-92
    • 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
    • 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
    • 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
    • Bruce J. Avolio et B. M. Bass, "Potential biases in leadership measures: how prototypes, leniency and general satisfaction relate to ratings and rankings of transformational and transactional leadership constructs", Educational and Psychological Measurement, 49, pp509-527
    • James M. Buchanan, Viktor Vanberg, "A Theory of Leadership and Deference in Constitutional Construction", Public Choice, Vol 61, n°1, Apr., pp15-27
    • Teresa A. Chandler et Gail T. Fairhurst, "Social structure in leader-member interaction", Journal: Communication Monographs, Vol 56, n°3, September, pp215-239
    • 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
    • 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
    • C. Manz et H. P. Sims, "Superieadership. Leading Others to Lead Themselves", New York: Prentice Hall
    • 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,
    • K. B. Boal, J. G. Hunt, R. L. Sorensen, "Top management leadership: Inside the black box", Leadership Quarterly, 1, pp41-65
    • Bruce J. Avolio et Bernard M. Bass, "The multifactor leadership manual", Palo Alto, CA: Consulting Psychologists Press
    • Bernard M. Bass, "‘Leader March’, a Handbook of Leadership", New York: The Free Press
    • Bernard M. Bass, "Concepts of leadership: The beginnings", In: J. T. Wren, dir., "The Leaders Companion: Insights on Leadership Through the Ages, New York, NY: The Free Press, pp49-52
    • 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
    • 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
    • Edwin P. Hollander, L. R. Offermann, "Power and leadership in organizations: Relationship in transition", American Psychologist, 45, pp179-189
    • 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
    • J. Kouzes et B. Posner, "Leadership practices inventory (LPI): A self-assessment and analysis", San Diego, CA: Pfeiffer
    • 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 et Karen J. Maher, "Perceptions of leadership and their implications in organizations", In: J. S. Carrol, dir., Applied social psychology and organizational settings, Hillsdale: N.J. 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
  • 1991,
    • 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
    • Bruce J. Avolio et Bernard M. Bass, "The Multifactor Leadership Questionnaire: Form 5x", Center For Leadership Studies, State University of New York, Binghamton
    • Bruce J. Avolio, Bernard M. Bass, F. J. Yammarino, "Identifying Common Methods Variance with Data Collected from a Single Source: An Unresolved

Sticky Issue", Journal of Management, 17, pp571–587

    • D. Bastien, T. Hostager, C. Manz, "Executive Leadership During Organizational Change: A Bi-Cycle Model", Human Resource Planning, Vol 14, n°4, pp275-287
    • 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
    • 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
    • P. Henry et C. C. Manz, "Superleadership: Beyond the Myth of Heroic Leadership", Organizational Dynamics, Vol 19, n°4, Spring, pp18-35
    • James G. Hunt, "Leadership: A new synthesis", Newbury Park: Sage
    • Edwin A. Locke et Shelley A. Kirkpatrick, "Leadership: Do Traits Matter?", Academy of Management Executive, 5, pp48-60
    • Robert G. Lord et Karen J. Maher, "Leadership and information processing. Linking perceptions and performance", Boston: Unwin Hyman
    • C. C. Manz et H. P. Sims, "Superleadership: Beyond the Myth of Heroic Leadership", Organizational Dynamics, 19, pp18-35
    • 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
  • 1992,
    • Mats Alvesson, "Leadership as Social Integrative Action. A Study of a Computer Consultancy Company", Organization Studies, April, Vol 13, n°2, pp185-209
    • D. Armstrong, "Managing by Storying Around: A New Method of Leadership", New York: Doubleday
    • 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
    • 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
    • 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
    • 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
    • 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
    • Bruce J. Avolio et Bernard M. Bass, "Manual: The Multifactor Leadership Questionnaire", Palo Alto, CA: Consulting Psychologist Press
    • R. Ayman et M. M. Chemers, dir., "Leadership theory and research: Perspectives and directions", San Diego, CA: Academic Press
    • Martin M. Chemers, dir., Leadership theory and research: perspectives and directions, Academic Press, ISBN 0121706095, ISBN 9780121706098
    • T. Cocheu, "Strategic Leadership", Executive Excellence, June, pp18-19
    • Florence L. Denmark, "Women, Leadership, and Empowerment", Psychology of Women Quarterly, September, vol 17, n°3, pp343-356
    • John William Gardner, "On Leadership", Free Press, ISBN 0029113121, ISBN 9780029113127
    • Edwin P. Hollander, "Legitimacy, Power, and Influence: A Perspective on Relational Features of Leadership", In: M. Chemers et R. Ayman, dir., Leadership Theory and Research: Perspectives and Directions, San Diego, CA: Academic Press, pp29-47
    • M. F. R. Kets de Vries, "Leaders, fools and impostors: Essays on the psychology of leadership". California: Jossey-Bass
    • J. M. Kouzes et B. Z. Posner, "Credibility: How Leaders Gain and Lose It, Why People Demand It", San Francisco: 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
    • M. Ray, A. Rinzler, dir., "The new paradigm in business: Emerging strategies for leadership and organizational change", New York: Jeremy P. Tarcher
    • Joseph C. Rost, "Leadership development in the new millennium", Journal of Leadership Studies, 1(1), pp92-110
    • J. J. Rotemberg, G. Saloner, "Leadership Styles and Incentives", Management Science, 39 (11), pp1299-1318
  • 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.
    • 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
    • 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
    • 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
    • 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
    • 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
    • Bruce J. Avolio, Bernard M. Bass et D. I. Jung, "Multifactor Leadership Questionnaire (Technical Report)", Center for Leadership Studies, Binghamton University. Palo Alto: Mind Garden
    • R. Ayman, M. Chemers, F. Fiedler, "The contingency model of leadership effectiveness: Its levels of analysis", Leadership Quarterly, 6, pp147-167
    • 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
    • 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, S. E. Markham, F. J. Yammarino, "Leadership: The multiple-level approaches", Leadership Quarterly, 6, pp251-263
    • 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
    • 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
    • E. Hollander, "Ethical challenges in the leader-follower relationship", Business Ethics Quarterly, 5, pp54-65
    • 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
    • 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. 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
    • C. C. Manz et G. L. Stewart, "Leadership for Self-managing Work Teams: A Typology and Integrative Model", Human Relations. 48(7), pp747-769
    • J R Meindl, "The romance of leadership as a follower-centric theory: A social constructionist approach", The Leadership Quarterly, Vol 6, n°3, pp329-341
    • 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
    • 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
    • Bernard M. Bass, "Is there universality in the full range model of leadership?", International Journal of Public Administration, 19(6), pp731-762
    • 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
    • A. Bryman, “Leadership in organizations”, In: R.C. Stewart, dir., Handbook of Organization Studies, Sage Publications, pp276-292
    • 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
    • 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
    • G. T. Fairhurst, R. A. Sarr, "The art of framing: Managing the language of leadership", San Francisco: Jossey-Bass
    • Howard Gardner et Emma Laskin, "Leading minds: an anatomy of leadership", Basic books, ISBN 0465082807, ISBN 9780465082803
    • 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
    • M. Hitt, B. A. Keats, R. D. Nixon, "Rightsizing: building and maintaining strategic leadership and long-term competitiveness”, Organizational Dynamics, pp18-32
    • 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
    • J. Kotter, "Leading Change", Boston: Harvard Business School Press
    • J. Lipman-Blumen, "The Connective Edge: Leading in an Interdependent World", San Francisco: Jossey-Bass
    • B. Lloyd, "A new approach to leadership", Leadership & Organization Development Journal, 17(7), pp29-32
    • C. C. Manz et H. P. Sims, "Company of heroes: Unleashing the power of self leadership", New York: John Wiley & Sons
    • 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
    • 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
    • Edgar H. Schein, "Leadership and organizational culture", 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, pp59-69
    • Peter Senge, "Leading Learning organizations: The bold, The powerful, and the invisible", 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
    • S. A. Stumpf, “Applying new science theories in leadership development activities”, Journal of Management, 14(5), pp39-49
  • 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
    • L. G. Bolman et T. E. Deal, "Reframing organizations: Artistry, choice and leadership", San Francisco: Jossey-Bass, 2nde édition
    • A. A. Cannella, M. J. Monroe, "Contrasting Perspectives on Strategic Leaders: Toward a More Realistic View of Top Managers", Journal of Management 23(3), pp213-237
    • 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
    • A. A. Cannella, Jr. et M. J. Monroe, "Contrasting Perspectives on Strategic Leaders: Toward a More Realistic View of Top Managers", Journal of Management, 23, pp213–237
    • 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
    • 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
    • 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
    • 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
    • Steven H. Appelbaum, N. St-Pierre, W. Glavas, "Strategic organizational change: the role of leadership, learning, motivation and productivity”, Management Decision, Vol 36, n°5, pp289-301
    • 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
    • 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
    • Annabel C. Beerel, "Leadership Through Strategic Planning", Boston, International Thomson Business Press
    • 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
    • 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
    • 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
    • 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
    • B. E. Hermalin, “Toward an Economic Theory of Leadership: Leading-by-example”, American Economic Review, 88 (5), pp1188-1206
    • 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
    • M. E. McGill, J. W. Slocum, "A little leadership, please?", Organizational Dynamics, Vol 26, n°3, Winter
    • B. J. Merkens, J. B. Spencer, "A successful and necessary evolution to shared leadership: A hospital’s story", International Journal of Health Care Quality Assurance, 11(1), ppI-IV
    • Henry Mintzberg, Covert Leadership: Notes on Managing Professionals, Harvard Business Review, novembre
    • 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
    • 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
    • Steven H. Appelbaum, Danielle Hébert, Sylvie Leroux, "Empowerment: power, culture and leadership – a strategy or fad for the millennium?", Journal of Workplace Learning, Vol 11, n°7, pp233-254
    • Bruce J. Avolio, "Full leadership development: Building the vital forces in organizations", Thousand Oaks, CA: Sage
    • Bruce J. Avolio, D. I. Jung, "Effects of leadership style and followers: Cultural orientation on performance in group and individual task conditions", Academy of Management Journal, 42, pp208-218
    • Bruce J. Avolio, Bernard M. Bass, D. I. Jung, "Re-examining the Components of Transformational and Transactional Leadership using the Multifactor Leadership Questionnaire", Journal of Occupational and Organizational Psychology, 72, pp441–462
    • 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, 34
    • 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
    • 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
    • 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
    • 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
    • Paul J. Herskovitz et E. E. Klein, "The Biblical Story of Moses: Lessons in Leadership for Business", The Journal of Leadership Studies, Vol 6, n°3-4, pp84-95
    • Michael A. Hitt et Duane R. Ireland, "Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership", The Academy of Management Executive, 13 (1), pp43-57
      • repris en 2005, Academy of Management Executive, Vol 19, n°4
    • C. W. Hofer, W. C. Schulz, Howard Thomas, "Creating Value Through Skill-Based Strategy and Entrepreneurial Leadership", Pergamon 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
    • C. McLarney et Shelley Rhyno, "Mary Parker Follett: visionary leadership and strategic management", Women In Management Review, Vol 14, n°7, pp292-304
    • 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
    • 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
    • L. H. K. Secretan, "Inspirational Leadership: Destiny, Calling and Cause", Toronto: Macmillan
    • 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
    • Bruce J. Avolio, G. E. Dodge, S. Kahai, "E-leadership: Implications for theory, research, and practice", Leadership Quarterly, 11, pp615-668
    • 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.
    • Bernard M. Bass, "The future of leadership in learning organizations", Journal of Leadership Studies, 7 (3), pp18-40
    • 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, "Leadership research and theory: A functional integration", Group Dynamics, Vol 4, n°1, pp27-43
    • 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
    • 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
    • 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
    • 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
    • G. E. Dodge et J. G. Hunt, "Leadership déjà vu all over again", The Leadership Quarterly, 11, pp435−458
    • 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
    • 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.
    • 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
    • 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
    • D. Skansi, "Relation of managerial efficiency and leadership styles – Empirical study in Hrvatska Elektroprivreda D.D.", Management, 5(2), pp51-67
    • C. M. Thompson, "The congruent life : Following the inward path to fulfilling work and inspired leadership", San Francisco, CA: Jossey-Bass
    • 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,
    • J. 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
    • E. Aronson, "Integrating leadership styles and ethical perspectives", Canadian Journal of Administrative Sciences, 18(4), pp244-256
    • Bruce J. Avolio, Y. Berson, Boas Shamir, M. Popper, "The relationship between vision strength, leadership style and context", The Leadership Quarterly, 12, pp53-73
    • Bruce J. Avolio et Bernard M. Bass, "Developing Potential Across a Full Range of Leadership TM: Cases on Transactional and Transformational Leadership", Lawrence Erlbaum Associates, Mahwah, NJ.
    • 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
    • K. B. Boal, R. Hooijberg, "Strategic leadership research: Moving on", Leadership Quarterly, 11, pp515−549
    • 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)
    • 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
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    • Foong Loke J. Chiok, "Leadership behaviours: effects on job satisfaction, productivity and organizational commitment", Journal of Nursing Management, 9(4), pp191-204
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    • Gilbert Fairholm, "Mastering Inner Leadership", Westport, CT: Quorum Books
    • J. Carl Ficarrotta, dir., "The Leader's Imperative: Ethics, Integrity, and Responsibility", West Lafayette: Purdue University Press
    • 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
    • S. A. Haslam, M. J. Platow, J. C. Turner, K. J. Reynolds, C. McGarty, P. J. Oakes, S. Johnson, M. K. Ryan, K. Veenstra, "Social identity and the romance of leadership: The importance of being seen to be "doing it for us", Group Processes and Intergroup Relations, 4, pp191-205
    • 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
    • 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.
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    • J. P. Kotter, “What leaders really do”, Harvard Business Review, Vol 79, pp85–96
    • Michael Maccoby, "Making Sense of the Leadership Literature", Ivey Business Journal, Research Technology Management, Vol 44, n°5, September-October
    • C. C. Manz et H. P. Sims Jr., "The new superleadership: Leading others to lead themselves", San Francisco, CA: Berrett-Koehler Publishers, Inc.
    • 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
    • Peter G. Northouse, "Leadership: Theory and practice", Thousand Oaks, CA.: Sage
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    • 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
    • Micha Popper, "Hypnotic leadership: leaders, followers, and the loss of self", Greenwood Publishing Group, ISBN 0275971384, ISBN 9780275971380
    • 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 E. 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
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  • 2002,
    • J. Adair, "Effective Strategic Leadership", Macmillan, London
    • 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
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    • J. Antonakis, L. Atwater, "Leader distance: A review and a proposed theory", Leadership Quarterly, 13, pp673-704
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    • J. Arvonen, "Change, Production and Employees: An Integrated Model of Leadership", Department of Psychology, Stockholm University, Stockholm
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    • 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
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    • 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
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    • B. D. DuPont, "Leadership – An organization’s biggest competitive advantage", University of Calgary Enbridge Inc.
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    • 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
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    • Raymond D. Gordon, "Conceptualizing Leadership With Respect to Its Historical-Contextual Antecedents to Power", The Leadership Quarterly, 13 (2), pp151-167
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  • 2003,
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    • 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
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    • James M. Loy et Donald T. Phillips, "Character in Action: The U.S. Coast Guard on Leadership", Annapolis, MD: Naval Institute Press
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  • 2004,
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    • 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
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    • 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
    • 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, "Different Perspectives on the Practice of Leadership", Public Administration Review, September/October, Vol 64, n°5, pp577-590
    • Matthew R. Fairholm, “A new sciences outline for leadership development”, Leadership and Organizational Development Journal, 25(4), pp369-383
    • Michael Flowers, “Improving Strategic Leadership”, Military Review, 84, March-April, pp40-46
    • Hershey H. Friedman et Linda W. Friedman, "Biblical Leadership: Insights for Today's Managers", Electronic Journal of Business Ethics and Organization Studies, Vol 9, n°1
    • 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
    • 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, "Leadership Is 1% Inspiration and 99% Perspiration", In: Joel Kurtzman, Glenn Rifkin et Victoria Griffith, dir., "MBA in a Box", Crown Business
    • 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
    • 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
    • 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. 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
    • 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
    • Stephen A. Shambach, dir., "Strategic Leadership Primer", Carlisle Barracks, PA: U.S. Army War College, Department of Command, Leadership, and Management, 2d ed.
    • Claire E. Steele, “Zero-Defect Leaders: No Second Chance?”, Military Review, 84, September-October, pp66-70
    • H. Thamhain, "Team leadership effectiveness in technology-based project environments", Project Management Journal, 35(4), pp35-46
    • 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,
    • J. 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
    • D. Alder, H. Dayan-Horesh, B. Shamir, “Leading by Biography: Towards a life-story to the study of leadership”, Leadership, 1:1, pp13-29
    • T. Van Assche, “The Impact of Entrepreneurial Leadership on EU High Politics: A Case Study of Jacque Delors and the Creation of EMU”, Leadership, 1:3, pp279-298
    • Bruce J. Avolio, "Leadership development in balance: Made/Born", Mahwah, NJ : Lawrence Erlbaum
    • Bruce J. Avolio et W. Gardner, "Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership", The Leadership Quarterly,

16, pp315–338

    • 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
    • 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
    • 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
    • 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
    • C. M. Brotheridge, J. A. Morris, J. C. Urbanski, "Bringing humility to leadership: Antecedents and consequences of leader humility", Human Relations, 58, ppp1323–1350
    • 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
    • Katherine Colarelli Beatty et Richard L. Hughes, "Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success", San Francisco: Jossey-Bass
    • 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
    • G. T. Fairhurst, “Reframing the Art of Framing: Problems and Prospects for Leadership”, Leadership, 1:2, pp165-185
    • J. Felfe, "Personality and romance of leadership", In: B. Schyns & J. R. Meindl, dir., "Implicit leadership theories: Essays and explorations. The Leadership Horizon Series (Vol. 3)", Greenwich, CT: Information Age Publishing
    • 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, 16, pp749−770
    • Suresh Gopalan et Neal F. Thomson, "Jungian personality types and leadership styles: an empirical examination", Journal of Organizational Culture, Communications and Conflict, July
    • 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
    • Simon C. Holland, Jeffrey C. Kennedy, Daniel A. Sauers, "The moderating effects of leadership style on subordinates' perceptions of decision effectiveness: a partial test of the Vroom-Yetton model", Journal of Organizational Culture, Communications and Conflict, July
    • 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
    • Brenda E. Joyner et Michelle Kirtley Johnston, "Leadership and communication: a multiple-perspective study of best practices", Journal of Organizational Culture, Communications and Conflict, July
    • Joseph K. Kavanaugh et David S. Taylor, "Developing a model of leadership in the teleworking environment: a qualitative study", Journal of Organizational Culture, Communications and Conflict, July
    • 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
    • R. E. Kidwell, “Seven decades of leadership and performance: an interview with Bernard M. Bass“, Journal of Applied Management and Entrepreneurship, July
    • 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
    • John B. Miner, "Organizational Behavior I: Essential Theories of Motivation and Leadership", Armonk, NY: Sharpe
    • A. H. Normore et C. Trinidad, "Leadership and gender: A dangerous liaison?", Leadership & Organization Development Journal, 26(7), pp574-590
    • Christopher R. Paparone, “Key Insights for the Strategic Leader”, Defense AT&L, 34, November-December, pp38-41
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • D. L. Collinson, "Rethinking followership: a post-structuralist analysis of follower identities", The Leadership Quarterly, vol 17(2), pp172-189
    • D. V. Day, N. J. Hiller, R. J. Vance, "Collective enactment of leadership roles and team effectiveness: A field study", The Leadership Quarterly, 17(4), pp387-397
    • 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
    • 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
    • Jörg Felfe & Lars-Eric Petersen, "Romance of leadership and management decision making", European Journal of Work and Organizational Psychology, Vol 16, n°1, pp1-24
    • 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
    • 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
    • R. Goebel, W. Rieger, T. Steinert, "A nurse-physician co-leadership model in psychiatric hospitals: Results of a survey among leading staff members in three sites", International Journal of Mental Health Nursing, 15(4), pp251-258
    • 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
    • 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
    • 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,
    • M. S. Aasland, S. Einarsen, H. Hetland, A. Skogstad, T. Torsheim, "The destructiveness of laissez-faire leadership behavior", Journal of Occupational Health Psychology, 12, pp80–92
    • 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
    • Steven H. Appelbaum et Miguel Valero, "The Crucial First Three Months: An Analysis of Leadership Transition Traps and Successes”, The Journal of American Academy of Business, Vol 11, n°1, March, pp1-8
    • Avis Austin, "The Quest for a General Theory of Leadership", Leadership & Organization Development Journal, Vol 28, n°8, pp786-788
    • J. C. Alves, K. J. Lovelace, C. C. Manz, "Work stress and leadership development: The role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control", Human Resource Management Review, 17(4), pp374-387
    • Steven H. Appelbaum, Frederic Lefrancois, Roberto Tonna, Barbara T. Shapiro, “Mergers 101(Part One): Training Managers for Communications and Leadership Challenges”, The Journal of Industrial and Commercial Training, Vol 39, n°3, pp128-136
    • R. D. Arvey, Bruce J. Avolio, Z. Zhang, R. F. Krueger, "Developmental and genetic determinants of leadership role occupancy among females", Journal of Applied Psychology, 92, pp693-706
    • Bruce J. Avolio, "Promoting more integrative strategies for leadership theorybuilding", American Psychologist, 62(1), pp25-33
    • 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
    • M. C. Bligh, B. Schyns, "Leading questions : the romance lives on : contemporary issues surrounding the romance of leadership", Leadership, 3 (3), pp343-360
    • Alan Bryman, "Effective leadership in higher education", Studies in Higher Education, 32, pp693-710
    • 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
    • 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
    • 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
    • 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-
    • 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, 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
    • 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
    • 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
    • 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
    • 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
    • C. L. Pearce, "The future of leadership development: The importance of identity, multi-level approaches, self-leadership, physical fitness, shared leadership, networking, creativity, emotions, spirituality and on-boarding processes", Human Resource Management Review, 17(4), pp355-359
    • T. L. Pittinsky, S. Simon, “Intergroup Leadership”, Leadership Quarterly, 18:6, pp586-605
    • 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
    • Steven H. Appelbaum, Jonathan Berke, Joe Taylor, Jose Alberto Vazquez, “The Role of Leadership during Large Scale Organizational Transitions: Lessons from Six Empirical Studies”, The Journal of American Academy of Business, Cambridge, Vol 13, n°1, pp16-24
    • Steven H. Appelbaum, Jean-François Gailleur, Marcello Iacovella, Raffaele Gerbasi, Victoria Ivanova, André Mitraud, “The Impact of Organizational Change, Structure and Leadership on Employee Turnover: A Case Study”, Journal of Business Case Studies, Vol 4, n°1, pp21-37
    • 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
    • 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
    • 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
    • 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
    • Jonathan Gosling et Antonio Marturano, dir., "Leadership. The Key Concepts", New York and London: Routledge
    • 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
    • Richard Hatcher, "System leadership, networks and the question of powere, Management in Education, April, Vol 22, pp24-30
    • Edwin P. Hollander, "Inclusive Leadership: The Essential Leader-Follower Relationship", Routledge Academic
    • 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
    • G. Ofori et S. Toor, “Leadership versus management: how they are different and why”, Leadership and Management in Engineering, April, pp61–71
    • 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
    • T. Williamson, "The good society and the good soul: Plato’s Republic on leadership", The Leadership Quarterly, 19, pp397–408
  • 2009,
    • 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
    • Kerri Anton, Kristen Duca, Lindsay Harold, Cate Henefin, "The Influence of Context on the Leadership of Cleopatra", Undergraduate Leadership review, Vol 2, n°1, winter
    • Bruce J. Avolio, M. Rotundo, F. O. Walumbwa, "Early life experiences as determinants of leadership role occupancy: The role of parental influence and rule breaking behavior", The Leadership Quarterly, 20, pp329-342
    • Bruce J. Avolio, Fred O. Walumbwa, Todd J. Weber, "Leadership: Current theories, research, and future directions", Annual Review of Psychology, 60(1), pp421-449
    • 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
    • Kimberly B. Boal, Bernard McKenna, David Rooney, "Wisdom principles as a meta-theoretical basis for evaluating leadership", The Leadership Quarterly, 20, pp177-190
    • Alan Bryman et S. Lilley, "Leadership researchers on leadership in higher education", Leadership, 5(3), pp331-346
    • 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
    • Kathryn Dolan, "The Decision to Lead: A Case on the Development of a Leader", Undergraduate Leadership Review, Vol 2, n°1, winter
    • 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
    • Matthew R. Fairholm, "Leadership and Organizational Strategy", The Innovation Journal: The Public Sector Innovation Journal, Vol 14, n°1
    • Marlene G. Fine, "Women leaders' discursive constructions of leadership", Women's Studies in Communication, Summer
    • 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
    • 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
    • Michael Maccoby, "Integrating Cultures: R&D Leaders’ Newest Task", Research Technology Management, Vol 52, n°4, July-August, pp57-60
    • Michael Maccoby, "Needed: Managers Who Are Leaders", Research Technology Management, Vol 52, n°2, March-April, pp58-60
    • 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
    • Roger Nierenberg, "Maestro: A Surprising Story About Leading by Listening", Portfolio, ISBN 1591842883
    • Michael D. Mumford, "Leadership 101", Springer Publishing Company, ISBN 0826111343, ISBN 9780826111340
    • Silke Scheer, The Entrepreneur As Business Leader: Cognitive Leadership In The Firm, Edward Elgar Publishing
    • Nick Wilson, "The Discourse of Deputies: Communicating Co-leadership in a Rugby Club", Te Reo, Vol 52, pp73-98

Depuis 2010

  • 2010,
    • Adam Baker et Stuart Farrand, "Leadership - The Human Element: Exploring the Dynamics that Transform Communities", Vol 2, n°2, Spring
    • 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
    • Katie Davis, "Facilitating Undergraduate Leadership Learning Through Scholarly Research and Writing", Undergraduate Leadership Review, Vol 2, n°2, Spring
    • 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
    • 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
    • Sean Heuvel et Megan Wood, "Crossing the Divide: Exploring How Leadership Practitioners Can Use the Hofstede Model to Improve Cross-Cultural Leadership Competencies, Undergraduate Leadership Review, Vol 2, n°2, spring
    • D. I. Jung, J. J. Sosik, "Full range leadership development: Pathways for people, profit, and planet", New York: Routledge
    • Sarah Keller, "Leadership on the United States Supreme Court", Undergraduate leadership Review, Vol 2, n°2, Spring
    • 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 D. Kocolowski, "Shared Leadership: Is it Time for a Change?", Emerging Leadership Journeys, Vol 3, n°1, pp22-32
    • Michael Maccoby, "Learn Change Leadership From Two Great Teachers", Research Technology Management, Vol 53, n°2, March-April, pp68-69
    • 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,
    • Paresha N. Sinha, "The Dramatistic Genre in Leadership Studies: Implications for Research and Practice", Leadership, May, Vol 6, n°2, pp185-205
    • S. T. Smits, "Extending the journey: Leadership development beyond the MBA", The Poznan University of Economics Review, 10(1)
    • Ethan Smith et Lauren Tapscott , "Historic Ideas into Contemporary Leadership Theories: Have Formalized Theories Improved the Field of Leadership?, Undergraduate Leadership review, Vol 3, n°1, Fall
    • Lauren Tapscott, "Leadership Aboard "The Bucket": A Look at Leadership Theories in the Film, Mr. Roberts", Undergraduate leadership Review, Vol 2, n°2, Spring
    • Morgan Warner, "Andrew Johnson. A Misunderstood Leader", Undergraduate Leadership Review, Vol 3, n°1, Fall
  • 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
    • K. Candis Best, "Holistic Leadership: A Model for Leader-Member Engagement and Development", The Journal of values based leadership, Vol 4, n°1, Winter/Spring
    • Alan Bryman, D. L. Collinson, Keith Grint, B. Jackson et M. Uhl-Bien, dir., "The Sage handbook of leadership", London: SAGE Publications Ltd
    • Wendy Campbell, "Resilient Leadership", AI Practitioner, Vol 13, n°2
    • D. Collinson, Keith Grint et B. Jackson, "Leadership", Los Angeles, Calif. ; London: Sage
    • C. Ernst, D. Chrobot-Mason, "Flat World, Hard Boundaries – How to Lead Across Them", MIT Sloan Management Review, Spring, 52(3)
    • Mario Gastaldi, "New Leaders: How Conflict Transforms Into Distributed Leadership, Producing Organizational Fitness", AI Practitioner, Vol 13, n°1
    • 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
    • Lisa Kimball, "The Leadership ‘Sweet Spot’", AI Practitioner, Vol 13, n°1
    • Katherine J. Kleina, Andrew P. Knightb, Jonathan C. Ziegertc, Beng Chong Limd et Jessica L. Saltze, "When team members’ values differ: The moderating role of team leadership", Organizational Behavior and Human Decision Processes, Vol 114, n°1, January, pp25-36
    • Claude Legrand et David S. Weiss, "How leaders can close the innovation gap", Ivey Business Journal, July / August
    • Michael Maccoby, "Strategic Intelligence: A Conceptual System of Leadership For Change", Performance Improvement, Vol 50, n°3, March
    • Caitlin McGeever, "A Leadership Evaluation of the Change in the Role of Cherokee Women at the Turn of the Nineteenth Century", Undergraduate Leadership Review, Vol 3, n°2, Spring
    • Srinivasan S. Pillay, "Your Brain and Business: The Neuroscience of Great Leaders", Upper Saddle River, NJ: FT Press
    • Srinivasan S. Pillay et Rajendra S. Sisodia, "A case for Conscious Capitalism: Conscious leadership through the lens of brain science", Ivey Business Journal, September / October
    • 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
    • Matthew Stockner, "The Ingrained Leadership of General Douglas MacArthur", Undergraduate Leadership Review, Vol 3, n°2, Spring
    • Keimei Sugiyama et Tojo Thatchenkery, "Making the Invisible Visible: Understanding Leadership Contributions of Asian Minorities in the Workplace", New York: Palgrave Macmillan
    • Peter Voyer, "Courage in leadership: From the battlefield to the boardroom", Ivey Business Journal, November / December

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