Leadership : Bibliographie

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Leadership : Bibliographie

Sommaire

de 1906 à 1949

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

De 1950 à 1959

  • 1950,
    • C. A. Gibb, "The sociometry of leadership in temporary groups", Sociometry, Vol 13, pp226-243
    • Alvin W. Gouldner, dir., "Studies in Leadership: Leadership and Democratic Action", New York: Harper & Brothers
    • Max Horkheimer, "Democratic Leadership and Mass Manipulation", In: Alvin W. Gouldner, dir., "Studies in Leadership: Leadership and Democratic Action", New York: Harper & Brothers, pp418-438
    • R. T. Morris, M. Seeman, "The problem of leadership: An interdisciplinary approach", American Journal of Sociology, Vol 56, pp149–155
    • R. Stogdill, "Leadership, membership and organization", Psychological Bulletin, Vol 47, pp1–14
  • 1951,
    • H. Guetzkow, dir., "Groups, leadership, and men", Pittsburgh, Pa.: Carnegie Press
    • F. S. Haiman, "Group leadership and democratic action", Boston: Houghton Mifflin
    • J. K. Hemphill, A. Seigel, C. W. Westie, "An Exploratory Study of Relations between Perceptions of Leader Behavior, Group Characteristics, and Expectations concerning the Behavior of Ideal Leaders", Personnel Research Board, Ohio State University, Columbus, OH
    • D. C. Pelz, "Leadership within a hierarchical organization", Journal of Social Issues, Vol 7, pp49-55
    • C. L. Shartel, "Leader behavior in jobs", Occupations, Vol 30, pp164–166
    • C. L. Shartel, "Studies in naval leadership", In: H. Guetzkow, dir., "Groups, leadership, and men", Pittsburgh, Pa.: Carnegie Press
  • 1952,
    • O. N. Bradley, "Leadership training and national security", Army Information Digest, 8, pp35-38
    • Douglas McGregor, "Leadership and the Conditions of Organizational Effectiveness", Public Health Reports (1896-1970), Vol 67, n°1, Jan., pp42-46
    • D. C. Pelz, "Influence: A key to effective leadership in the first-line supervisor", Personnel, Vol 9, pp3-11
  • 1953,
    • Chris Argyris, "Executive Leadership: An Appraisal of a manager in Action", New York: Harper & Row
    • L. Berkowitz, "Sharing leadership in small, decision-making groups", Journal of Abnormal and Social Psychology, 48, pp231-238
    • L. F. Carter, "Leadership and small group behavior", In: M. Sherif & M. O. Wilson, dir., "Group relations at the crossroads", New York: Harper
    • R. B. Cattell, "New concepts for measuring leadership in terms of group syntality", In: D. Cartwright & A. Zander, dir., "Group Dynamics: Research and Theory" (2e edition), London: Tavistock, pp487-510
    • Edwin A. Fleishman, "The measurement of leadership attitudes in industry", Journal of Applied Psychology, Vol 37, pp153–158
    • Andrew W. Halpin, "Studies in Aircrew Composition. III. The Combat Leader Behavior of B-29 Aircraft Commanders. Boiling Air Force Base, Washington, D. C.: Human Factors Operations Research Laboratories, Sept., (HFORL Memorandum n°TN-54-7)
    • E. N. Hay, M. L. Rock, "Investigation of the Use of Tests as a Predictor of Leadership and Group Effectiveness in a Job Evaluation Situation", The Journal of Social Psychology, Vol 38, n°1, August, pp109-119
    • W. E. Jaynes, Ralph M. Stogdill, R. J. Wherry, "Patterns of leader behavior: A factorial study of naval officer performance", Columbus, OH: Ohio State University
  • 1954,
    • G. B. Bell, H. E. Hall Jr., "The relationship between leadership and empathy", Journal of Abnormal and Social Psychology, 49, pp156-157
    • R. B. Cattell, G. F. Stice, "Four Formulae for Selecting Leaders on the Basis of Personality", Human Relations, 7, pp493-507
    • Cecil A. Gibb, "Leadership", In: G. Lindzey, dir., "Handbook of Social Psychology", Vol II, Cambridge, Mass.: Addison-Wesley Publishing Co., pp877-920
  • 1955,
    • H. E. Burtt, Edwin A. Fleishman, E. F. Harris, "Leadership and supervision in industry: An Evaluation of a Supervisory Training Program", Columbus, Ohio: Bureau of Educational Research, The Ohio State University
    • Andew W. Halpin, "The Leadership Ideology of Aircraft Commanders", Journal of Applied Psychology, Vol 39, n°2, pp82-84
    • Andew W. Halpin, "The Leader Behavior and Leadership Ideology of Educational Administrators and Aircraft Commanders", Harvard Educational Review, Vol 25, n°1, Winter, pp18-32
    • Nahum Z. Medalia, Delbert C. Miller, "Human Relations Leadership and the Association of Morale and Efficiency in Work Groups: A Controlled Study with Small Military Units", Social Forces, Vol 33, n°4, May, pp348-352
    • C. K. Warriner, "Leadership in the small group", American Journal of Sociology, Vol 60, pp361–369
  • 1956,
    • Howard Baumgartel, "Leadership, motivations, and attitudes in research laboratories", Journal of Social Issues, 12, pp24-31
    • L. Berkowitz, "Social desirability and frequency of influence attempts as factors of leadership choice", Journal of Personality, 24,
    • D. T. Campbell, "Leadership and its effect upon the group", Columbus: Ohio State University
    • Andrew W. Halpin, "The Leadership Behavior of School Superintendents", Columbus, Ohio: University University
    • C. L. Shartel, "Executive performance and leadership", Englewood Cliffs, N.J.: PrenticeHall
  • 1957,
    • Howard Baumgartel, "Leadership style as a variable in research administration", Administrative Science Quarterly, 2, pp344–360
    • A. Coons et J E. Hemphill, "Development of the leader behavior description questionnaire", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • A. Coons et Ralph M. Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • E. A. Fleishman, "A leader behavior description for industry", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • A. W. Halpin et B. J. Winer, "A factorial study of the leader behavior descriptions", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • M. Seeman, "A comparison of general and specific leader behavior descriptions", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
  • 1958,
    • H. Cantril, "Effective Democratic Leadership: A Psychological lnterpretation", Journal of Individual Psychology, 14, pp128-138
    • R. Lippitt, R. K. White, "An experimental study of leadership and group life", In: E. E. Maccoby, T. M. Newcomb & E. L. Hartley, dir., "Readings in Social Psychology", (3e ed), London: Methuen
    • Robert Tannenbaum et Warren H. Schmitt, "How to choose a leadership pattern", Harvard Business Review, 36, March-April, pp95-101
  • 1959, Ralph M. Stogdill, "Individual behaviour and group achievement", New York: Oxford University Press

De 1960 à 1969

  • 1960,
    • Bernard M. Bass, "Leadership, Psychology, and Organizational Behavior", N.Y.: Harper and Brothers
    • A. Bavelas, "Leadership: Man and function", Administrative Science Quarterly, Vol 4, pp491–498
    • O. N. Bradley, "Leadership", Military Review, 46, pp48-53
    • K. F. Janda, "Towards the explication of the concept of leadership in terms of the concept of power", Human Relations, Vol 13, pp345–363
    • Eugene E. Jennings, "An anatomy of leadership : princes, heroes, and supermen", New York, N.Y. : Harper
    • H. P. Shelley, "Focussed leadership and cohesiveness in small groups", Sociometry, Vol 23, pp209-216
  • 1961,
    • D. W. Abse et L. Jessner, “The Psychodynamic Aspects of Leadership”, Daedalus, Vol 90, n°4, pp693-710
      • Repris en 1962, “The Psychodynamic Aspects of Leadership”, In: S. Graubard et G. Holton, dir., Excellence and Leadership in a Democracy, New York: Columbia University Press, pp76-93
    • H. H. Albers, "Organized Executive Action: Decision Making, Communication, and Leadership", New York: Wiley
    • I. C. Baker, "Leadership: requisites of the leader", Vital Speeches, 27, pp503-506
    • Bernard M. Bass, "Some aspects of attempted, successful, and effective leadership", Journal of Applied Psychology, Vol 45, n°2, pp120-122
    • F. Massarik, R. Tannenbaum, I. R. Weschler, "Leadership and organization", New York: McGraw-Hill
    • S. Verba, "Small groups and political behavior: A study of leadership", Princeton, N.J: Princeton University Press
  • 1962,
    • G. M. Beal, J. M. Bohlen, J. N. Raudabaugh, "Leadership and DynamicGroup Action", Ames, Iowa: the Iowa State University Press
    • Roy E. Carter, Jr., Peter Clarke, "Public Affairs Opinion Leadership Among Educational Television Viewers", American Sociological Review, Vol 27, n°6, Dec., pp792-799
    • D. R. Day, O. S. Goode, Ralph M. Stogdill, "New leader behavior description subscales", Journal of Psychology, Vol 54, pp259–269
    • Edwin A. Fleishman, Edwin F. Harris, "Patterns of leadership behavior related to employee grievances and turnover", Personnel Psychology, Vol 15, pp43-56
    • S. Graubard et G. Holton, dir., Excellence and Leadership in a Democracy, New York: Columbia University Press
    • D. Kipnis et W. P. Lane, "Self confidence and leadership", Journal of Applied Psychology, 46, pp291-295
  • 1963, Ralph M. Stogdill, "Manual for the leader behaviour description questionnaire, Form XII", Colombus, OH: Bureau of Business Research, Ohio State University
  • 1964,
    • Robert R. Blake et Jane S. Mouton, "The managerial grid", Houston, Gulf Publishing Company
    • Fred Fiedler, "A contingency model of leader effectiveness", In: L. Berkowitz, dir., "Advances in experimental social psychology", Vol 1, New York: Academic Press, pp149–190
    • Edwin Hollander, "Leaders, groups, and influence", New York: Oxford University Press
    • O. E. Klapp, "Symbolic leaders", Chicago, IL: Aldine
  • 1965,
    • T. W. Adorno, "Democratic leadership and mass manipulation", In: A. W. Gouldner, dir., "Studies in leadership: Leadership and democratic action", New York: Russell & Russell, pp417-421
    • W. W. Burke, "Leadership behavior as a function of the leader, the followers,and the situation", Journal of Personality, 33, pp60-81
    • D. Cartwright, "Influence, leadership, control", In: James G. March, dire., "Handbook of organizations", Chicago: Rand McNally
    • Amitai Etzioni, « Dual Leadership in Complex Organizations », American Sociological Review, vol 30, n°5, octobre, pp688-698
    • A. W. Gouldner, dir., "Studies in leadership: Leadership and democratic action", New York: Russell & Russell
    • L. W. Wager, "Leadership style, hierarchical influence, and supervisory role obligations", Administrative Science Quarterly, Vol 9, pp391-420
  • 1966,
    • L. R. Anderson, "Leader behavior, member attitudes, and task performance of intercultural discussion groups", Journal of Social Psychology, Vol 69, pp305-319
    • D. G. Bowers, S. E. Seashore, "Predicting organizational effectiveness with a four-factor theory of leadership", Administrative Science Quarterly, 11, pp238-263
  • 1967,
    • Ken H. Blanchard et Paul Hersey, “Life-cycle theory of leadership”, Training and Development Journal, 23, pp26-34
    • D. G. Bowers, S. E. Seashore, "Peer leadership within work groups", Personnel Administration, 30, pp45-50
    • Fred Fiedler, "A Theory of Leadership Effectiveness", McGraw-Hill, New York
  • 1968,
    • John Adair, "Training for Leadership", Macdonald
    • D. Cartwright, A. Zander,"Leadership: An introduction", IN: D. Cartwright & A. Zander, dir., "Group Dynamics: Research and Theory", 3e. London: Tavistock
    • Amitai Etzioni, E. Lehman, "Dual leadership in a therapeutic organization", Revue Internationale De Psychologie Appliquee, 17(1), pp51-67
    • B. Sarachek, "Greek concepts of leadership", Academy of Management Journal, Vol 11, pp39–48
  • 1969,
    • Nathan Axelrod, "Executive Leadership", Bobbs
    • R. Blanchard, "The Leader Looks at the Consultative Process", Washington: Leadership Resources
    • D. G. Bowers, "The Effects of Group Composition and Work Situation Upon Peer Leadership", Ann Arbor, Michigan: University of Michigan Institute for Social Research
    • J. Cosentino et D. Kipnis, "Use of leadership powers in industry", Journal of Applied Psychology, 53, pp460-466
    • C. A. Gibb, "Leadership", In: G. Lindzey & E. Aronson, dir., "The handbook of social psychology", 2d ed., vol 4. Reading, Mass.: Addison-Wesley, pp205-282
    • C. A. Gibb, dir., "Leadership", Harmondsworth: Penguin
    • Paul Hersey, K. H. Blanchard, "Life cycle theory of leadership", Training and Development Journal, 23(5), pp26–34
    • Edwin Hollander, J. W. Julian, "Contemporary trends in the analysis of leadership processes", Psychological Bulletin, 71, pp387-397
    • R. K. Merton, "The social nature of leadership", American Journal of Nursing, Vol 69, pp2614–2618

De 1970 à 1979

  • 1970,
    • K. H. Blanchard, Paul Hersey, "A leadership theory for educational administrators", Education, 90, pp303-309
    • Robert Greenleaf, "Servant as Leader", Center for Applied Studies
    • T. Jacobs, "Leadership and Exchange in Formal Organisations", Chichester & New York: Wiley
    • C. W. King et J. O. Summers, "Overlap of opinion leadership across consumer product categories", Journal of Marketing Research, Vol 7, n°1, pp43-50
    • Kevin Marjoribanks, "Bureaucratic Structure in Schools and Its Relationship to Dogmatic Leadership", The Journal of Educational Research, Vol 63, n°8, Apr., pp355-357
  • 1971,
    • R. A. Beaumont, "The young leader", Military Review, 51, pp33-39
    • L. M. Berman, "Supervision, Staff Development, and Leadership", Columbus, Ohio: Merrill
    • Alan C. Filley, D. N. Gujarat, Robert J. House, "Leadership style, hierarchical influence and the satisfaction of subordinate role expectations: A test of Likert’s influence proposition", Journal of Applied Psychology, Vol 55, pp422-432
    • Alan C. Filley, Robert J. House, Steven Kerr, "Relation of leader consideration and initiation of structure to R and D subordinates' satisfaction", Administrative Science Quarterly, Vol 16, pp19-30
    • Robert J. House, “A path-goal theory of leader effectiveness”, Administrative Science Quarterly, 16(3), pp321-339
    • T. O. Jacobs, "Leadership and exchange in formal organizations", Londres, Alexandria/Human Resources Research Organization
    • Gary Yukl, "Towards a behavioral theory of leadership", Organizational Behavior and Human Performance, vol 6, pp414-440
  • 1972,
    • L. J. Baughman, "Leadership: Academic Research of theory", Carlisle Barracks, Pennsylvania: Army War College
    • O. N. Bradley, "Leadership", Parameters, 1, pp2-8
    • R. J. Burby, "Fundamentals of Leadership: a guide for the supervisor", Reading, Massachusetts: Addison-Wesley
    • S. Lieberson, J. F. O’Connor, "Leadership and organizational performance: A study of large corporations", American Sociological Review, Vol 37, pp117–130
    • J. L. Pierce et J.W. Newstrom, dir., Leaders & the Leadership Process - Readings, Self-assessments & Applications, McGraw-Hill Higher Education
  • 1973,
    • John Adair, "Action-Centred Leadership", New York: McGraw-Hill
    • A. S. Ashour, "The Contingency Model of Leadership Effectiveness: An Evaluation", Organizational Behavior and Human Decision Processes, 9(3), pp339–355
    • J. T. Bonner, "Leadership for Lawmen", FBI Law Enforcement Bulletin, Vol 42, n°12, pp7-9
    • R. P. Butler, E. E. Cureton, "Factor analysis of small group leadershipbehavior", Journal of Social Psychology, 89, pp85-89
    • D. A. Butterfield et G. F. Farris, "Are current theories of leadership culture bound’? An empirical test in Brazil", In: E. A. Fleishman et J. G. Hunt, dir., "Current developments in the study of leadership", Carbondale, IL: Southern Illinois University Press, pp105-138
    • J. V. Downton "Rebel leadership: Commitment and charisma in a revolutionary process", New York: Free Press
    • J. A. Miller, "Structuring/destructuring: Leadership in open systems", (Tech. Rep. No. 64), Rochester, N.Y.: University of Rochester, Management Research Center
    • James Owen, "The User of Leadership Theory", Michigan Business Review, January
    • D. J. Stang, "Effects of interaction rate on ratings of leadership and liking", Journal of Personality and Social Psychology, Vol 27, pp405-408
    • A. J. Templer, "Self-perceived and other perceived leadership style using the leader behavior description questionnaire", Personnel Psychology, 26, pp359-367
    • Victor H. Vroom et P. W. Yetton, "Leadership and Decision Making", University of Pittsburgh Press, Pittsburgh
  • 1974,
    • P. J. Burke, "Participation and leadership in small groups", American Sociological Review, 39, pp832-842
    • R. P. Butler, C. L. Jaffee, "Effects of incentive, feedback, and mannerof presenting the feedback on leader behavior", Journal of Applied Psychology, 59, pp332-336
    • M. D. Cohen, J. C. March, "Leadership and Ambiguity: The American President", New York: McGraw-Hill
    • Robert J. House et G. Dessler, "The path-goal theory of leadership: some post hoc and a priori tests", In: J. G. Hunt et L. L. Anderson, dir., Contingency Approaches to Leadership, Carbondale, IL: Southern Illinois
    • Robert J. House et T. R. Mitchell, “Path-Goal Theory Of Leadership", Journal of Contemporary Business, 3, pp81–97
      • Repris en 1974, In: J. L. Pierce et J. W. Newstrom, dir., Leaders & the Leadership Process, Readings, Selfassessments & Applications, McGraw-Hill Higher Education, pp140-146
    • H. S. Lewis, "Leaders and followers: Some anthropological perspectives", Addison-Wesley Module in Anthropology n° 50. Reading, Mass.: Addison-Wesley
    • P. L. Riedesel, "Bales reconsidered: A critical analysis of popularity and leadership differentiation", Sociometry, Vol 37, pp557-564
    • Ralph M. Stogdill, "Historical trends in leadership theory and research", Journal of Contemporary Business, 3(4), pp1-17
    • Ralph M. Stogdill, "Handbook of leadership", New York: Free Press
  • 1975,
    • K. M. Bartol, M. S. Wortman Jr., "Male versus female leaders: effects on perceived leader behavior and satisfaction in a hospital", Personnel Psychology, 28, pp533-547
    • R. G. Boutillier, R. M. Sorrentino, "The effect of quantity and quality of verbal interaction on leadership ability", Journal of Experimental Social Psychology, Vol 11, pp403-411
    • C. N. Greene, "The reciprocal nature of influence between leader and subordinate”, Journal of Applied Psychology, 60, pp187-193
    • J. G. Hunt & L. L. Larson, dir., "Leadership Frontiers", Kent, OH: Kent State University Press
    • J. G. Hunt et R. N. Osborn, "An adaptive-reactive theory of leadership: the role of macro variables in leadership research", In: J. G. Hunt & L. L. Larson, dir., "Leadership frontiers", Kent, OH: Comparative Administration Research Institute, Kent State University, pp27-44
    • A. G. Jago et Victor H. Vroom, "Perceptions of leadership style: Superior and subordinate descriptions of decision making behavior", In: J. G. Hunt & L. L. Larson, dir., "Leadership Frontiers", Kent, OH: Kent State University Press
    • T. W Johnson et J. E. Stinson, "The path-goal theory of leadership: A partial test and suggested refinement", Academy of Management Journal, 18, pp242–252
    • E. J. Lawler, H. A. Michener, "Endorsement of formal leaders: An integrative model", Journal of Personality and Social Psychology, Vol 31, pp216-223
    • J. Miner, "The uncertain future of the leadership concept: An overview", în: G. Hunt, L. Larson, dir., "Leadership frontiers", Kent, OH: Kent State University Press
    • R. M. Stogdill, "The evolution of leadership theory", Proceedings of the Academy of Management, New Orleans, pp4–6
  • 1976,
    • Chris Argyris, "Increasing Leadership Effectiveness", New York: John Wiley & Sons
    • J. C. Barrow, "Worker performance and task complexity as causal determinants of leader behavior style and flexibility", Journal of Applied Psychology, Vol 61, pp433-440
    • K. M. Bartol, D. A. Butterfield, "Sex effects in evaluating leaders", Journal of Applied Psychology, 61, pp446-454
    • D. D. Braun, "Alienation and participation: a replication comparing leaders and the ' mass'", Journal of Political and Military Sociology, pp245-259
    • C. Bunch, B. Fisher, "What future for leadership?", Quest, Vol 2, pp2-13
    • J. A., Castellaneta, G. Constantinidis, C. R. Fortuno, D. J. Stang, "Actual versus perceived talkativeness as determinants of judged leadership, popularity, and likeableness", Bulletin of the Psychonomic Society, Vol 8, pp44-46
    • Robert J. House, S. Kerr, C. A. Schriesheim, "Leader initiating structure: a reconciliation of discrepant research results and some empirical tests", Organizational Behavior and Human Performance, 15, pp297-321
    • J. Pandey, "Effects of leadership style, personality characteristics and methods of leader selection on members’ leaders’ behavior", European Journal of Social Psychology, Vol 6, pp475–489
  • 1977,
    • T. D. Affourit, "LEAP (Leadership Evaluation and Analysis Program) at organizational efficiency", Marine Corps Gazette, 61, pp25-26
    • R. L. Akers, "Type of leadership in prison: A structural approach to testing the functional and importation models", Sociological Quarterly, Vol 18, pp378-383
    • 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
    • J. P. Campbell, "The cutting edge of leadership: An overview", In: J. G. Hunt et L. L. Larson, dir., "Leadership: The cutting edge", Carbondale: Southern Illinois University Press
    • Cal W. Downs & Terry Pickett, "An analysis of the effects of nine leadership — group compatibility contingencies upon productivity and member satisfaction", Communication Monographs, Vol 44, n°3, August, pp220-230
    • T. Gordon, "Leadership Effectiveness Training", Wyden Books
    • Robert K. Greenleaf, "Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness", New York: Paulist Press
      • Nouvelle édition en 1983, Mahwah, NJ: Paulist Press
    • J. G. Hunt et L. L. Larson, dir., "Leadership: The cutting edge", Carbondale: Southern Illinois University Press
    • S. Kerr et C. A. Schriesheim, "Theories and measures of leadership: a critical appraisal of current and future directions", In: J.G. Hunt & L.L. Larson, dir., "Leadership: the cutting edge, Carbondale: Southern Illinois University Press, pp9-45
    • C. Jeddy LeVar, "The Nixon court: a study of leadership”, The Western Political Quarterly, Vol 30, n°4, pp484-492
    • M. M. Lombardo et M. W. McCall, dir., Leadership: Where Else Can We Go? Durham, NC: Duke University Press
    • M. Maccoby, "The gamesman: the new corporate leaders", Simon & Schuster, New York
    • A. J. Melcher, "Leadership models and research approaches", In: J. G. Hunt & L. Larson, dir., "Leadership: The cutting edge", Carbondale: Southern Illinois University Press, pp94-108
    • R. H. Miles et M. M. Petty, "Leader effectiveness in small bureaucracies", Academy of Management Journal, 20, pp238–250
    • S. J. Parnes, "Creative leadership", In N/S-LTI-G/T, A new generation of leadership. Los Angeles, CA: N/S-LTI-G/T, Brief No. 4
    • J. Pfeffer, "The Ambiguity of Leadership", In: M. M. Lombardo et M. W. McCall, dir., Leadership: Where Else Can We Go? Durham, NC: Duke University Press
    • Ralph M. Stogdill, "Leadership: abstracts and bibliography 1904 to 1974", Columbus: College of Administrative Science, Ohio State University
  • 1978,
    • H. L. Alexander, "Horizontal Leadership", Army, 28, pp45-46
    • Steven H. Appelbaum, “A Profile of Leadership and Motivation Within a Closed Hospital Climate", Health Care Management Review, Vol 3, n°1, Winter, pp77-85
    • J. K. Beatty, J. A. Hales, "The infantry platoon leader", Infantry, 68, pp22-27
    • R. A. Beaumont, "A challenge to professionalism: leadership selection", Military Review, 58, pp77-87
    • E. J. Bloustein, "Leadership: We want it! We need it! We fear it!", Field Artillery Journal, 46, pp45-47
    • P. M. Bons et L. S. Csoka, "Manipulating the situation to fit the leader's style—Two validation studies of Leader Match", Journal of Applied Psychology, 63, pp295-300
    • James M. Burns, "Leadership", New York: Harper and Row
    • C. Fraser, "Small groups: structure and leadership", In: H. Tajfel & C. Fraser, dir., "Introducing Social Psychology", Harmondsworth: Penguin Books, pp176-200
    • Gary Johns, "Task Moderators of the Relationship between Leadership Style and Subordinate Responses", The Academy of Management Journal, Vol 21, n°2, Jun., pp319-325
    • Izzettin Kenis, "Leadership Behavior, Subordinate Personality, and Satisfaction with Supervision", The Journal of Psychology, Vol 98, n°1, January, pp99-107
    • M. M. Lombardo, M. W. McCall, "Leadership", In: M. W. McCall Jr. & M. M. Lombardo, dir., Leadership: Where else can we go?, Durham, NC: Duke University
    • Paul C. Nystrom, "Managers and the hi-hi leader myth", Academy of Management Journal, Vol 21, n°2, Juin, pp325–331
    • Victor H. Vroom et G. Jago, "On the validity of the Vroom Yetton model", Journal of Applied Psychology, 63, pp151–162
  • 1979,
    • M. Baetz et Robert J. House, "Leadership: Some empirical generalizations and new research directions", In: B. M. Staw, dir., Research in organizational behavior, vol. 1, Greenwich, CT: JAI Press, pp341-423
    • L. J. Berkes et J. M. Jermier, "Leader behavior in a police command bureaucracy: A closer look at the quasi-military model", Administrative Science Quarterly, 24, pp1-23
    • S. M. Brown, "Male versus female leaders: A comparison of empirical studies", Sex Roles, 5, pp595-611
    • J. M. Burns, "Two excerpts from leadership", Educational Leadership, 36(6), pp380-383
    • R. H. G. Field, "A critique of the Vroom-Yetton contingency model of leader behavior", Academy of Management Review, 4(2), pp249-257
    • T. Heller, R. T. Stein, "An empirical analysis of the correlations between leadership status and participation rates reported in the literature", Journal of Personality and Social Psychology, Vol 37, pp1993-2002
    • R. J. House, M. Baetz, "Leadership: Some empirical generalisations and new research directions", In: B. Staw, dir., "Research in Organisational Behaviour", Greenwich, Conn.: JAI Press
    • M. Maccoby, "Leadership needs of the 1980’s", Current Issues in Higher Education, Vol 2, pp17–23
    • W. Nemeroff, Gary A. Yukl, "Identification and measurement of specific categories of leadership behavior: A progress report", In: J. G. Hunt & L. L. Larson, dir., "Crosscurrents in leadership", Carbondale, IL: Southern Illinois University Press, pp164–200
    • L. Sayles, "Leadership: What effective managers really do ... and how they do it", New York: McGraw-Hill

De 1980 à 1984

  • 1980,
    • Arthur Blumberg et William Greenfield, "The Effective Principal: Perspectives on School Leadership", Boston: Allyn and bacon
    • J. J. Corson, "Leaders and leadership", Public Administration Review, 40(6), pp630-634
    • A. Jago et Victor H. Vroom, "An evaluation of two alternatives to the Vroom/Yetton Normative Model", Academy of Management Journal, 23, pp347–355
    • E. C. Meyer, "Leadership: A return to the basics", Military Review, 60(7), pp4–9
    • B. Schultz, "Communicative correlates of perceived leaders", Small Group Behaviour, Vol 11, pp175-191
  • 1981,
    • A. A. Abdel-Halim, “Personality and Task Moderators of Subordinate Responses to Perceived Leader Behavior”, Human Relations, Vol 34, pp73-88
    • Robert R. Blake et Jane S. Mouton, "Management by Grid® Principles or Situationalism: Which?", Group and Organization Management, December, vol 6, n°4, pp439-455
    • R. A. Beaumont, "The implications of 3C for leadership", In: J. Buck et Korb, dir., "Military Leadership. Beverly Hills", California: Sage Publications
    • G. O. Ferris, K. M. Rowland, "Leadership, job perceptions, and influence: A conceptual integration", Human Relations, Vol 34, pp1069–1077
    • LaWanda F. Cox, "Lincoln and Black Freedom: A Study in Presidential Leadership", Columbia: University of South Carolina Press
    • P. W. Hom, R. Katerberg, "Effects of within-group and between groups variation in leadership", Journal of Applied Psychology, Vol 66, pp218-223
    • Bertha S. Laury et Marion Wijnberg, "Transforming traditional supervisors into team leaders", Social Work With Groups, Vol 4, n°1-2, November, pp169-180
    • L. Mulligan, G. Mulligan, "Reconstructing restoration science: Styles of leadership and social composition of the early royal society", Social Studies of Science, Vol 11, pp327–364
    • R. C. Tucker, "Politics as leadership", Columbia, MO: University of Missouri Press
    • Gary A. Yukl, "Leadership In Organizations", New York: Prentice Hall
      • seconde édition en 1989, Englewood Cliffs, NJ: Prentice Hall
      • 3ème édition en 1994, Englewood Cliffs, NJ: Prentice-Hall
      • 5ème édition en 2001, Englewood Cliffs, NJ: Prentice-Hall
      • 6ème édition en 2006, Upper Saddle River, NJ: Pearson/Prentice Hall
  • 1982,
    • R. E. Boyatzis, David C. McClelland, "Leadership motive pattern and long-term success in management", Journal of Applied Psychology, 67(6), pp737-743
    • K. E. Davis, "The status of black leadership: Implications for black followers in the 1980s", Journal of Applied Behavioral Science, 18, pp309-322
      • Repris en 2009, In: Peter G. Northouse, dir., Leadership. Theory and Practice, SAGE
    • R. H. G. Field, "A test of the Vroom-Yetton normative model of leadership", Journal of Applied Psychology, 67(5), pp523-532
    • J. G. Hunt et R. N. Osborn, "Toward a macro-oriented model of leadership: An odyssey", In: J. B. Hunt, U. Sekaran et C. A. Schriesheim, dir., "Leadership: Beyond establishment views", Carbondale, IL: Southern Illinois University Press
    • Robert G. Lord et James S. Phillips, "Schematic information processing and perceptions of leadership in problem-solving groups", Journal of Applied Psychology, 67/4, pp486-492
    • J. B. Miner, "The uncertain future of the leadership concept: Revisions and clarifications", Journal of Applied Behavioral Science, 18, pp293-307
    • G. Morgan et L. Smircich, "Leadership: The Management of Meaning", Journal of Applied Behavioural Science, vol 18, n°2, pp257-273
    • Chester A. Schriesheim, "The Great High Consideration: High Initiating Structure Leadership Myth: Evidence on its Generalizability", The Journal of Social Psychology, April, Vol 116, pp221-228
    • G. Morgan et L. Smirich, “Leadership: The Management of Meaning”, In: J. L. Pierce et J. W. Newstrom, dir., "Leaders & the Leadership Process", Readings, Selfassessments & Applications, McGraw-Hill Higher Education, pp17-21
    • R. P. Vecchio, "A further test of leadership effects due to between-group variation and within-group variation", Journal of Applied Psychology, Vol 67, pp200-208
  • 1983,
    • John Adair, "Effective Leadership", Gower
    • C. Hodgkinson, "The Philosophy of Leadership", Oxford, England: Basil Blackwell
    • J. G. Hunt, R. N. Osbom, H. J. Martin, "A multiple influence model of leadership", Alexandria, VA: U. S. Army Institute for the Behavioral and Social Sciences
    • D. A. Kenny et S. J. Zaccaro, "An Estimate of the Variance Due to Traits in Leadership", Journal of Applied Psychology, 68(4), pp678-685
    • D. L. Krueger, et P. O. Zamarripa, "Implicit contracts regulating small group leadership", Small Group Behavior, 14, pp187-210
    • Robert G. Lord, James S. Phillips et Michael Rush, "Effects of a temporal delay in rating on leader behavior descriptions: A laboratory investigation", Journal of Applied Psychology, 66, pp442-450
    • Robert G. Lord, "An information processing approach to social perceptions, leadership perceptions and behavioral measurement in organizational settings", In: B. L. Staw et L. L. Cummings, dir., "Research in organizational behavior", Vol 7, Greenwich, CT: JAI Press, pp85-128
    • A. Zaleznik, "The leadership gap", Washington Quarterly, 6, pp32-39
  • 1984,
    • J. Adams, R. W. Rice, D. Instone, "Follower attitudes toward women and judgments concerning performance by female and male leaders", Academy of Management Journal, 27(3), pp636-643
    • R. A. Alexander, K. P. Carson, J. E. Smith, "Leadership: It can make a difference", Academy of Management Journal, Vol 27, pp765-776
    • O. Behling, C. F. Rauch, "Functionalism: Basis for an alternate approach to leadership", In: J. G. Hunt, D- M. Hosking, C. A. Schriesheim & R. Stewart, dir., "Leaders and Managers: International perspectives on managerial behaviour and leadership", New York: Pergamon
    • D. Anthony Butterfield et Gary N. Powell, "The "High-High" Leader Rides Again!", Group Organization Management, December, vol 9, n°4, pp437-450
    • J. M. Burns, "The power to lead: The crisis of the American Presidency", New York: Simon & Schuster
    • Martin M. Chemers, "Contemporary leadership theory", In: J. T. Wren, dir., "The leader’s companion: Insights on leadership throughout the ages", New York, NY: The Free Press, pp83-99
    • T. E. Cronin, "Thinking and learning about leadership", Presidential Studies Quarterly, 14(1), pp22–34
    • Christy L. DeVader, Roseanne J. Foti et Robert G. Lord, "A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions", Organizational Behavior and Human Performance, 34/3, pp343-378
    • D. M. Hosking, I. E. Morley, "Decision making and negotiation: Leadership and social skills", In: M. Gruneberg & T. Wall, dir., "Social Psychology and Organisational Behaviour", New York & Chichester: Wiley
    • D-M. Hosking, J. G. Hunt, C. A. Schriesheim & R. Stewart, dir., "Leaders and Managers: International perspectives on managerial behaviour and leadership", New York and Oxford: Pergamon Press
    • Barbara Kellerman, "Leadership: Multidisciplinary perspectives", London: Prentice-Hall
    • B. Khadra, “Leadership, Ideology and Development in the Middle East”, Journal of Asian and African Studies, 19: 3/4, pp288-239
    • Will McWhinney, "Alternative Realities: Their Impact on Change and Leadership", Journal of Humanistic Psychology, 24(4), pp7–38
    • R. E. Quinn, "Applying the Competing Values Approach to leadership: Towards an integrative framework", In: D-M. Hosking, J. G. Hunt, C. A. Schriesheim & R. Stewart, dir., "Leaders and Managers: International perspectives on managerial behaviour and leadership", New York and Oxford: Pergamon Press, pp10-27
    • C. R. Rees et M. D. Segal, "Role differentiation: The relationship between instrumental and expressive leadership", Small Group Behaviour, Vol 15, n°1, pp109-123
    • Thomas J. Sergiovanni, “Leadership as cultural expression”, J. Steven Ott, dir., Classic Readings in Organizational Behavior, Pacific Grove, CA: Brooks/Cole Publishing Co., pp335-343
    • D. K. Simonton, "Genius, creativity, and leadership", Cambridge, MA: Harvard Univ. Press
    • P. Yetton, "Leadership and supervision", In: M. Gruneberg, T. Wall, dir., "Social

Psychology and Organisational Behaviour", Chichester: Wiley

De 1985 à 1989

1985

  • L. Ackerman, “Leadership vs. Managership”, Leadership & Organization Development Journal, Vol 6, n°2, pp17-19
  • J. Adams, J. D. Richards, "A policy capturing approach to examine relationships between attitudes and leadership style", Psychological Reports, 57, pp1279-1289
  • J. Adams et J. D. Yoder, "Effective Leadership for Women and Men", Norwood, New Jersey: Ablex Publishing Corporation
  • Bruce G. Barnett, "Principals creating case studies of one another: The peer-assisted leadership program 1", Peabody Journal of Education, Vol 63, n°1, September, pp174-186
    • Warren Bennis et B. Nanus, "Leaders: strategies for taking charge", Dryden, NY: Dryden Press
    • W. Burke, E. A. Richley, L. DeAngelis, "Changing leadership and planning processes at the Lewis Research Center, National Aeronautics and Space Administration", Human Resource Management, 24(1), pp81–90
    • K. Chung, M. Lubatkin, "Leadership origin and organizational performance in prosperous and declining firms", Academy of Management Proceedings, pp25-29
    • H. Cleveland, "The knowledge executive: Leadership in an information society", New York: Dutton
  • Gregory H. Dobbins, "Effects of Gender on Leaders' Responses to Poor Performers: An Attributional Interpretation", The Academy of Management Journal, Vol 28, n°3, Sep., pp587-598
  • G. R. Ferris, "Role of leadership in the employee withdrawal process: A constructive replication", Journal of Applied Psychology, Vol 70, pp777-781
  • Joe Gowaskie, "John Mitchell and the anthracite mine workers: Leadership conservatism and rank-and-file militancy", Labor History, Vol 27, n°1, December, pp54-83
    • J. Heider, "The Tao of leadership: Lao Tzu’s Tao Te Ching adapted for a new age", Atlanta: Humanics Limited
    • Robert G. Lord, "An information processing approach to social perceptions, leadership and behavioral measurement in organizations", Research in Organizational Behavior, 7, pp87-128

1986

  • G. M. Alliger, C.L. DeVader et R.G. Lord, "A Meta-analysis of the Relation Between Personality Traits and Leadership Perceptions: An Application of Validity Generalization Procedures", Journal of Applied Psychology, 61, pp402-410
  • J. W. Blades, "Rules for Leadership: Improving Unit Performance", Washington,: National Defense University Press
    • A. I. Bryman, "Leadership and Organizations", Routledge and Kegan Paul, London
    • John H. Childers Jr., "Group leadership training and supervision: A graduate course", The Journal for Specialists in Group Work, Vol 11, n°1, March, pp48-52
    • Richard M. Dienesch et Robert C. Liden, "Leader-Member Exchange Model of Leadership: A Critique and Further Development", The Academy of Management Review, Vol 11, n°3, Jul., pp618-634
    • G. H. Dobbins et S. J. Platz, "Sex differences in leadership: How real are they?", Academy of Management Review, 11, pp118-127
    • D. Duke, "The aesthetics of leadership", Education Administration Quarterly, 22 (7), pp7-27
    • B. A. Fisher, "Leadership: When does a difference make a difference?", In: R.Y. Hirokawa & M.S. Poole, dir., "Communication and Group Decision-Making", Beverly Hills: Sage, pp197-215
    • Robert E.C. Frey, J. Jeffries McWhirter, "Development of group leaders: A pregroup training and supervision model", The Journal for Specialists in Group Work, Vol 11, n°1, March, pp25-29
    • G. Gemmill, "The mythology of the leader role in small groups", Small Group Behavior, 17(1), pp41-48
    • C. F. Graumann & S. Moscovici, dir., "Changing conceptions of leadership", New York: Springer-Verlag
    • D. Groh, "The dilemma of unwanted leadership in social movements: The German example before 1914", In: G. F. Graumann & S. Moscovici, dir., "Changing conception of leadership", New York: Springer-Verlag
    • D. M. Hosking, I. E. Morley, "The skills of leadership", In: G. Debus & H-W Schroiff, dir., "The Psychology of Work and Organisation", North Holland: Elsevier, pp273-280
    • John White, "Excellence in leadership reaching goals with prayer, courage, and determination", Downers Grove, IL InterVarsity Press
  • 1987,
    • W. C. Borman, "Personal constructs, performance schemata, and “folk theories” of subordinate effectiveness: Explorations in an Army officer sample", Organizational Behavior and Human Decision Processes, 40, pp369-389
    • Alan Bryman, "The generalizability of leadership theory", Journal of Social Psychology, 127, pp129-141
    • J. K. Clemens et D. F. Mayer, "The classic touch: Lessons in leadership from Homer to Hemingway", Chicago: Contemporary Books
    • S. F. Cronshaw et R. G. Lord, "Effects of categorization, attribution, and encoding processes on leadership perceptions", Journal of Applied Psychology, 72, pp97-106
    • J. W. Gardner, "Leaders and followers", Liberal Education, 73(2), pp6-8
    • M. Heilman, H. Hornstein, E. Mone, R. Tartell, "Responding to contingent leadership behavior", Organizational Dynumics, Spring, pp56-65
    • J. Mahoney, "Leadership Effectiveness Analysis: A Facilitator's Guide", Portland, ME: Management Research Group
    • C. Miller, "Leadership", Colorado Springs, CO: Navpress
    • M. Sashkin, "A new vision of leadership", The Journal of Management Development, 6(4), pp19-28
    • D. G. Winter, "Leader appeal, leader performance, and the motives profile of leaders and followers: A study of American presidents and elections", Journal of Personality and Social Psychology, 52, pp196-202

1988

  • F. G. Bailey, "Humbuggery and manipulation: The art of leadership", Ithaca: Cornell University Press
  • B. R. Baliga, H. P. Dachler, J. G. Hunt, C. A. Schriesheim, dir., "Emerging leadership vistas", Lexington, MA: Lexington Books, DC Heath
    • B. R. Baliga et J. G. Hunt, "An organizational life cycle approach to leadership", In: B. R. Baliga, H. P. Dachler, J. G. Hunt, C. A. Schriesheim, dir., "Emerging leadership vistas", Lexington, MA: Lexington Books, DC Heath, pp125-149
    • D. Banner, J. Blasingame, "Towards a Developmental Paradigm of Leadership", Leadership and Organizational Development Journal, 9(4)
    • Paul V. Bredeson, "Communications as a Measure of Leadership in Schools: A Portraiture of School Principals", The High School Journal, Vol 71, n°4, Apr. - May, pp178-186
    • S. K. Britt, M. B. Clark, F. H. Freeman, "Leadership education ’87: A source book", Greensboro, N.C.: Center for Creative Leadership
    • T. Case, L. Dosier, C. Murkison, B. Keys, "How managers influence superiors: A study of upward influence tactics", Leadership and Organizational Development Journal, l 9(4), pp25-31
    • D. V. Day, Robert G. Lord, "Executive leadership and organizational performance: Suggestions for a new theory and methodology", Journal of Manugemenr, 14, pp453-464
    • Peter Drucker, "Leadership: More Doing Than Dash", Wall Street Journal, January, 6: 14
    • R. M. Fulmer et M. Sashkin, "Toward an organizational leadership theory", In: J. G. Hunt, B. R. Baliga, H. P. Dachler & C. A. Schriesheim, dir., "Emerging leadership vistas", Lexington, MA: Lexington Books, DC Heath, pp51-65
    • R. Hartshorn, D. McCreight, J. Prather, "A team leadership development program: The Elementary Science Education Institute (ESEI)", Education, 108(4), p454
    • J. Heider, "Tao of Leadership", Bantam Books
    • D. M. Hosking, "Organizing, leadership, and skilful process", Journal of Management Studies, 25(2), pp147-166
    • A. G. Jago et Victor H. Vroom, "The new leadership: Managing participation in organizations", Englewood Cliffs, NJ: Prentice Hall
  • Dorothy B. James, "Television and the Syntax of Presidential Leadership", Presidential Studies Quarterly, Vol 18, n°4, Images and Issues '88, Fall, pp737-739
  • Graham Little, "Strong Leadership: Thatcher, Reagan and An Eminent Person", Oxford: Oxford University Press
  • Manfred F. R. Kets de Vries, "Ties that bind the leader and the led", In: J. A. Conger et R. N. Kanungo, dir., "Charismatic leadership. The elusive factor in organizational effectiveness". San Francisco: Jossey-Bass, pp237-252
    • John P. Kotter, "The leadership factor", New York: Free Press
    • G. Little, "Strong Leadership", Oxford University Press, Melbourne
    • Michael Maccoby, "Why Work: Leading the New Generation", New York: Simon & Schuster
    • W. Manchester, "Manchester on leadership", Modern Maturity, 31(5), pp40–46, pp108–111
    • R. E. Numerof et J. Seltzer, "Supervisory leadership and subordinate burnout", Academy of Management Journal, 31, pp439–446
    • E. Romanelli, M. L. Tushman, "Executive leadership and organizational outcomes: An evolutionary perspective", In: D. J. Hambrick, dir., "The executive effect: Concepts and methods for studying top managers", Greenwich, CT: JAI Press, pp129-146
    • V. J. Vanderslice, "Separating Leadership from Leaders: An Assessment of the Effect of Leader and Follower Roles in Organizations", Human Relations, 41, pp677-696

1989

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

De 1990 à 1994

1990

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

1991

  • M. R. Barrick, D. V. Day, R. G. Lord, R. A. Alexander, "Assessing the utility of executive leadership", The Leadership Quarterly, 2(1), pp9–22
  • Richard L. Andrews, Margaret R. Basom & Myron Basom, "Instructional leadership: Supervision that makes a difference", Theory Into Practice, Vol 30, n°2, March, pp97-101
  • J. Arvonen et G. Ekvall, “Change-centered Leadership: An Extension Of The Two-Dimensional Model”, Scandinavian Journal of Management, 7, pp17-26
  • James A. Autry, "Love and Profit: The Art of Caring Leadership", New York: William Morrow and Company
  • Ruchi Behari, Jayesh Ranjan, "Leader's Attribution of Subordinate's Poor Task Performance: Some Further Empirical Considerations", Indian Journal of Industrial Relations, Vol 27, n°1, Jul., pp83-91
  • L. G. Bolman, "Reframing Organisations: Artistry, Choice and Leadership", San Francisco, Jossey-Bass Inc, Publishers
  • L. G. Bolman et T. E. Deal, "Leading and managing: effects of context, culture, and gender", Educational Administration Quarterly, Vol 28, n°3, pp13-14
  • C. C. Chen, J. R. Meindl, "The construction of leadership images in the popular press: The case of Donald Burr and People Express", Administrative Science Quarterly, 36, pp521-551
  • S. D. Clement, E. Jaques, "Executive leadership: A practical guide to managing complexity", Arlington, VA: Cason Hall
  • T. Darcy, B. H. Kleiner, “Leadership for Change in a Turbulent Environment”, Leadership and Organization Development Journal, 12(5), pp12-16
  • A. H. Eagly et S. J. Karau, "Gender and the emergence of leaders: A meta-analysis", Journal of Personality and Social Psychology, 60, pp685-710
  • E. A. Fleishman, M. B. Hein, M. D. Mumford, S. J. Zaccaro, K. Y. Levin, A. L. Korotkin, "Taxonomic efforts in the description of leadership behavior: A synthesis and functional interpretation", Leadership Quarterly, 2, pp245-287
  • J. Gilbert, M. D. Mumford, K. K. Thor, S. J. Zaccaro, "Leadership and social intelligence: Linking social perceptiveness and behavioral flexibility to leader effectiveness", Leadership Quarterly, (2), pp317−331
  • Robert J. House, W. D. Spangler, J. Woycke, "Personality and Charisma in the U.S. Presidency: A Psychological Theory of Leader Effectiveness", Administrative Science Quarterly, Vol 36, pp364–396
  • James G. Hunt, "Leadership: A new synthesis", Newbury Park: Sage
  • T. O. Jacobs, E. Jaques, "Executive leadership", IN: Gal R., Manglesdorff A. D., dir., "Handbook of military psychology", New York, Wiley
  • Robert G. Lord et Karen J. Maher, "Leadership and information processing. Linking perceptions and performance", Boston: Unwin Hyman
  • Thierry C. Pauchant, "Transferential leadership. Towards a more complex understanding of charisma in organizations", Organization Studies, 12/4, pp507-527
  • Joseph C. Rost, "Leadership For the Twenty-First Century", Westport Connecticut, London: Praeger
  • Henry L. Tosi, "The Organization as a Context for Leadership Theory: A Multilevel Approach", Leadership Quarterly, Vol 2, n°3, pp205-228
  • D. G. Winter, "A motivational model of leadership: predicting long-term management success from TAT measures of power motivation and responsibility", Leadership Quarterly, 2(2), pp67–80

1992

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

1993

  • Deborah Alexander, Kristi Andersen, "Gender as a Factor in the Attribution of Leadership Traits", Political Research Quarterly, Vol 46, n°3, Sep., pp527-545
  • L. Atwater, F. Yammarino, "Personal attributes as predictors of superiors' and subordinates' perceptions of military academy leadership", Human Relations, 46, pp645-668
  • R. Ayman et M. M. Chemers, dir., "Leadership theory and research: Perspectives and directions", San Diego, CA: Academic Press
  • Susan Blumenfield, Helen Rehr, Gary Rosenberg, "Enhancing Leadership Skills Through an International Exchange", Social Work in Health Care, Vol 18, n°3-4, October, pp13-33
  • Jose Edgardo Campos, "Leadership and the principle of shared growth: Insights into the Asian miracle", Asian Journal of Political Science, Vol 1, n°2, December, pp1-38
  • M. Citera, R. Cropanzano, K. James, "A goal hierarchy model of personality, motivation, and leadership", Research in Organizational Behavior, Vol 15, pp267–322
  • D. Cochran, M. Schnake, M. Dumler, "The relationship between traditional leadership, super leadership and organizational citizenship", Group & Organization Management, Vol 18, pp352-365
  • Brenda Gameau, Carol Irizarry, Ruth Walter, "Social Work Leadership Development Through International Exchange", Social Work in Health Care, Vol 18, n°3-4, October, pp35-46
  • J. M. George, "Leader positive moral and group performance: The case of customer service", Journal of Applied Psychology, Vol 25, pp778-794
  • M. F. R. Kets de Vries, "Leaders, fools and impostors: Essays on the psychology of leadership". California: Jossey-Bass
  • Robert G. Lord et K. J. Maher, "Leadership and information processing: Linking perceptions and performance", London: Routledge
  • James R. Meindl, "Reinventing leadership: A radical, social psychological approach", In: J. K. Murnighan, dir., "Socialpsychology in organizations Englewood Cliffs, NJ: Prentice-Hall, pp89-118
  • Joseph C. Rost, "Leadership development in the new millennium", Journal of Leadership Studies, 1(1), pp92-110
  • Joseph C. Rost, "Leadership for the twenty-first century", Westport, CT: Praeger
  • J. J. Rotemberg, G. Saloner, "Leadership Styles and Incentives", Management Science, 39 (11), pp1299-1318
  • R. Starratt, "The Drama of Leadership", London: Farmer Press

1994

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

De 1995 à 1999

1995

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

1996

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

1997

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

1998

  • R. Abzug et S. Phelps, "Everything old is new again: Barnard's legacy - lessons for participative leaders", Journal of Management Development, 17(3), pp207-218
  • A. Ardichvili, R. N. Cardozo, A. Gasparishvili, "Leadership Styles and Management Practices of Russian Entrepreneurs: Implications for Transferability of Western HRD Interventions", Human Resource Development Quarterly, 9 (2), pp145-155
  • Tania Aspland, Ross Brooker, Bob Elliott, Ian Macpherson, "Putting professional learning up front: a perspective of professional development within a context of collaborative research about curriculum leadership", Journal of In-Service Education, Vol 24, n°1, March, pp73-86
  • Y. Baruch, "Leadership - Is That What We Study?", The Journal of Leadership Studies, 5(1), Winter, pp100-124
  • J. Beaubien, "Leadership evolution", Executive Excellence, Vol 15, n°5, p12
  • Robert Behn, "What Right Do Public Managers Have to Lead?", Public Administration Review, 58(3), pp209–225
  • Peter Block, "From Leadership to Citizenship", In: L. C. Spears, dir., "Insights on Leadership: Service, Stewardship, Spirit, and Servant-Leadership", New York, John Wiley & Sons, Inc, pp87-95
  • W. G. Bowen, H. T. Shapiro, "Universities and Their Leadership", New Jersey, USA: Princeton University Press
  • D. L. Bradford et A. R. Cohen, "Power up: Transforming organizations through shared leadership", New York: John Wiley & Sons, Inc.
  • A. H. Church et J. Waclawski, "The relationship between individual personality orientation and executive leadership behavior", Journal of Occupational and Organizational Psychology, 71, pp99-125
  • R. Josette Cline, D. Keith Morran, Rex Stockton, Carla Teed, "Facilitating feedback exchange in groups: Leader interventions", The Journal for Specialists in Group Work, Vol 23, n°3, September, pp257-268
  • Jay A. Conger, "Leading organizations: perspectives for an new era", New York: American Management Association
  • R. K. Conyne, "Personal experience and meaning in group work leadership: The views of experts", Journal for Specialists in Group Work, Vol 23, pp245-256
  • S. B. Craig et S. Gustafson, "Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity", The Leadership Quarterly, 9(2), pp127-145
  • J. R. Darling, A. K. Fischer, "Developing the management leadership team in a multinational enterprise", European Business Review, 98(2), pp100-108
  • Dolores Delgado Bernal, "Grassroots Leadership Reconceptualized: Chicana Oral Histories and the 1968 East Los Angeles School Blowouts", Frontiers: A Journal of Women Studies, Vol 19, n°2, Varieties of Women's Oral History, pp113-142
  • N. Eggert, "Contemporary Leadership for Entrepreneurial Organizations: Paradigms, Metaphors, and Wicked Problems", Westport: CT: Quorum
  • R. Fisher, et A. Sharp, "Getting it done: How to lead when you’re not in charge", New York: Harper Collins
  • G. T. Gabris et S. A. Maclin, “The Leadership Enigma: toward a model of organizational optimism”, Journal of Management History, 4, pp334-349
  • G. W. George, "Leadership jazz: Selected themes for orchestrating nonprofit quality", Nonprofit World, March/April, 11(2), pp28-32
  • Daniel Goleman, "What Makes a Leader?", Harvard Business Review, 76(6), pp93-102
  • Raymond D. Gordon, "A New Concept of Leadership", Executive Excellence, 15 (4), p19
  • S. K. Green, L. R. Offermann, C. J. Schroyer, "Leader attributions for subordinate performance: Consequences for subsequent leader interactive behaviors and ratings", Journal of Applied Social Psychology, 28, pp1125-1139
  • Keith Grint, "Determining the Indeterminacies of Change Leadership", Management Decision, 36, pp503-508
  • James Henderson, "Transformative Curriculum Leadership", Teaching Education, Vol 9, n°2, January, pp69-70
  • J. T. Hennessey, "Reinventing Government: Does Leadership Make the Difference?", Public Administration Review, 58(6), pp522–532
  • B. E. Hermalin, “Toward an Economic Theory of Leadership: Leading-by-example”, American Economic Review, 88 (5), pp1188-1206
  • G. R. Hickman, "Leadershp and the social imperative of organizations in the 21st century", In: G. R. Hickman, dir., "Leading organizations: Perspectives for a new era", Thousand Oaks, CA: Sage, pp559-571
  • J. Jaworski, "Synchronicity: The Inner Path of Leadership", San Francisco: Berrett-Koehler
  • Al Kaltman, "Cigars, Whiskey and Winning: Leadership Lessons from Ulysses S. Grant", Paramus, NJ: Prentice Hall Press
    • J. R. Katzenbach, "The irony of senior leadership teams", The Journal for Quality and Participation, 21(3), pp8-15
  • D. T. Kyle, "The four powers of leadership : Presence, intention, wisdom, compassion", Deerfield Beach, FL: Health Communications
  • J. Mayfield, M. Mayfield, "Increasing worker outcomes by improving leader follower relations", Jourrnal of Leadership Studies, Vol 5, pp72-81
  • G. E. McClomb, J. Shin, "Top executive leadership and organizational innovation: An empirical investigation of nonprofit human service organizations (HSOs)", Administration in Social Work, 22(3), pp1-21
  • M. E. McGill, J. W. Slocum, "A little leadership, please?", Organizational Dynamics, Vol 26, n°3, Winter
  • L. P. Prince, "The Neglected Rules: On Leadership and Dissent", In: A. Coulson, dir., "Trust and Contracts: Relationships in Local Government, Health and the Public Services", Bristol: Policy Press
  • R. H. Reeves-Ellington, "Leadership for Socially Responsible Organizations", The Leadership and Organizational Development Journal, 19(2), pp97-105
  • Larry C. Spears, dir., "Insights on Leadership", New York, NY: John Wiley & Sons, Inc.
  • L. Sperry, "Executive Leadership, Character and Spirituality of Work", Organiszational and Occupational Psychiatry Bulletin, 7(1)
  • T. Takala, "Plato on Leadership", Journal of Business Ethics, Vol 17, pp785-798
  • V. Vroom, A. Yago, "Situation effects and levels of analysis in the study of leadership participation", In: F. Dansereau & Francis Yammarino, dir., "Leadership: the multiple-level approaches", Stamford, CT: JAI Press, pp145-160
  • Gary Yukl, "Leadership in Organizations", Upper Saddle River, NJ: Prentice- Hall, Inc.

1999

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

De 2000 à 2004

2000

  • L. D. Ackerman, "Identity is Destiny: Leadership and the Roots of Value Creation", Berrett-Koehler
  • K. Allen et C. Cherrey, "Systemic Leadership: Enriching the Meaning of Our Work", Lanham, MD: University Press of America
  • J. A. Andersen, "‘Leadership and Leadership Research’", In: D.F. Dahiya, dir., "Current Issues in Business Disciplines", Vol. 5: Management II, Spellbound Publications, New Delhi, pp2267–2287
  • J. L. Badaracco, "Leading quietly: An unorthodox guide to doing the right thing", Boston, MA: Harvard Business School Press
  • T. E. Baker, "Effective Police Leadership: Moving Beyond Management", NY: Looseleaf Law Publications, Inc.
  • C. Bargh, J. Bocock, P. Scott, D. Smith, "University Leadership: The Role of The Chief Executive", Buckingham: Open University Press and SRHE
  • N. Bowie, "A Kantian Theory of Leadership", The Leadership & Organization Development Journal, 21(4), pp185-193
  • R. Charan, S. Drotter et J. Noel, "The Leadership Pipeline", San Francisco: Josey-Bass
  • Martin M. Chemers, C. B. Watson, S. May, "Dispositional affect and leadership effectiveness: A comparison of self-esteem, optimism and efficacy", Personality and Social Psychology Bulletin, Vol 26, pp267-277
  • Mary, Sh. Conelly, Michael D. Mumford, Stephen, J. Zaccaro, "Leadership skills: conclusion and future directions", The Leadership Quartely, Vol 11, n°1, pp150-170
  • T. Cook et N. Emler, "Moral integrity in leadership: Why it matters and why it may be difficult to achieve", In: B. W. Roberts & R. Hogan, dir., Personality psychology in the workplace, Washington, DC: American Psychological Association, pp277-298
  • M. Coyan, L. Ebbers, G. Gallisath, V. Rockel, "The leadership institute for a new century: Linking women and minorities into tomorrow‘s community college leadership roles", Community College Journal of Research and Practice, 24(5), pp376-382
  • Fred Dansereau, Michael Mumford, Fran Yammarino, "Followers, Motivations, and Levels of Analysis: The Case of Individualized Leadership", Leadership Quarterly, 11, pp313-340
  • David Day, "Leadership Development: A Review in Context", Leadership Quarterly, 11(4), pp581–611
  • W. D’hoore, S. Stordeur, C. Vandenberghe, “Leadership styles across hierarchical levels in nursing department”. Nursing Research, 49(1), pp37-43
  • G. E. Dodge et J. G. Hunt, "Leadership déjà vu all over again", The leadership quarterly yearly overview of leadership, 11 (2), pp435-458
  • V. Dulewicz, "Emotional intelligence : the key to future successful corporate leadership", Journal of General Management, Vol 25, n°3, pp1-14
  • P. M. Buzzanell et M. G. Fine, "Walking the high wire: Leadership theorizing, daily acts, and tensions", In: P. M. Buzzanell, dir., "Rethinking organizational and managerial communication from feminist perspectives", Thousand Oaks, CA: Sage, pp128-156
  • Christine Daymon, "Leadership and emerging cultural patterns in a new television station", Studies in Cultures, Organizations and Societies, Vol 6, n°2, December, pp169-195
  • G. E. Dodge et J. G. Hunt, "Leadership déjà vu all over again", The Leadership Quarterly, 11, pp435−458
  • C. P. Egri et S. Herman, “Leadership in the North American Environmental Sector: Values, Leadership Styles, and Contexts of Environmental Leaders and Their Organizations”, Academy of Management Journal, 43, pp571-604
  • C. G. Emrich, Robert G. Lord, "Thinking outside the box by looking inside the box: Extending the cognitive revolution in leadership research", Leadership Quarterly, 11, pp551-579
  • Matthew R. Fairholm et G. Fairholm, “Leadership amid the constraints of trust”, Leadership and Organizational Development Journal, 21(2), pp102-109
  • D. Fiore, "Principal visibility: The key to effective leadership", Schools in the Middle, 9(9), pp32-34
  • E. A. Fleishman, F. D. Harding, O. Jacobs, M. D. Mumford, S. J. Zaccaro, "Leadership skills for a changing world: Solving complex social problems", Leadership Quarterly, 11(1), pp11−35
  • A. Freas, M. Goldsmith et L. Lyons, "Coaching for leadership: How the world’s greatest coaches help leaders learn", San Francisco: Jossey-Bass
  • W. L. Gardner, K. B. Lowe, "Ten years of the leadership quarterly: Contributions and challenges for the future", Leadership Quarterly, 11(4), pp459-514
  • J. M. George, "Emotions and leadership: The role of emotional intelligence", Human Relations, 53(8), pp1027-1055
  • V. M. Godshalk, J. J. Sosik, "Leadership, mentoring functions received, and job-related stress: A conceptual model and preliminary study", Journal of Organizational Behavior, Vol 21, pp365–390
  • Daniel Goleman,“Leadership That Gets Results”, Harvard Business Review, March-April
  • M. Greenberg, "Grassroots leadership, personality, and urban neighborhood environments: A case study in New Jersey", Human Ecology Review, 7(2), pp21-29
  • K. Grint, "The Arts of Leadership", Oxford: Oxford University Press
  • E. Ogbonna, L. Harris, "Leadership style, organizational culture and performance: Empirical evidence from UK companies", International Journal of Human Resources Management, 11(4), pp766–788
  • Paul J. Herskovitz et E. E. Klein, "Two Pharaohs of the Bible: Negative Exemplars of Leadership", Journal of Evolutionary Psychology, Vol 21, n°1-2, pp72-75
  • C. Huxham et S. Vangen, "Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world", Academy of Management Journal, 43, pp1159–1175
  • S. Jackson, "A qualitative evaluation of shared leadership barriers, drivers and recommendations", Journal of Management in Medicine, 14(3/4), pp166-178
  • C. Johnson et R. Walters, "Bibliography of African-American Leadership: An Annotated Guide", Greenwood Press.
  • J. Kikul, G. Neuman, "Emergent leadership behaviors: the function of personality and cognitive ability in determining teamwork performance and KSAs", Journal of Business and Psychology, Vol 15, pp27-51
  • Martin Kilson, "The Washington and Du Bois Leadership Paradigms Reconsidered", Annals of the American Academy of Political and Social Science, 568, pp298-313
  • D. van Knippenberg, M. J. Platow, "A social identity analysis of leadership endorsement: The effects of leader ingroup prototypicality and distributive intergroup fairness", Personality and Social Psychology Bulletin, 27, pp1508-1519
  • P. Lindauer, G. Petrie et M. Tountasakis, "Self analysis: A tool to enhance leader effectiveness", Education, 121(2), pp355-365
  • M. J. McCormick, "The influence of goal-orientation and sex-role identity on the development of leadership self-efficacy during a training intervention", Texas A&M University, College Station, TX
  • Afsaneh Nahavandi, "The Art and Science of Leadership", Upper Saddle River, NJ: Prentice- Hall, Inc.
  • R. Pitino, "Lead to success : 10 traits of great leadership in business and life", New York: Broadway Books
  • T. J. Sergiovanni, "The Lifeworld of leadership: Creating culture, community, and personal meaning in our schools", Jossey-Bass: San Francisco, CA
  • V. Shackleton, P. Wale, "Leadership and management", In: N. Chmiel, dir., "Introduction to Work and Organisational Psychology: A European Perspective", Oxford: Basil Blackwell
  • D. Skansi, "Relation of managerial efficiency and leadership styles – Empirical study in Hrvatska Elektroprivreda D.D.", Management, 5(2), pp51-67
  • D. Tjosvold et A. S. H. Wong, "The leader relationship: building teamwork with and among employees", Leadership & Organization Development Journal, 21 (7), pp350-354
  • P. Vaill, "Introduction to Spirituality for Business Leadership", Journal of Management Inquiry, 9(2), pp115-116
    • Victor H. Vroom, "Leadership and the decision making process", Organizational Dynamics, 68, pp82–94

2001

  • John Adair, "The Leadership of Jesus and its Legacy Today", Canterbury Press, Norwich
  • D. Allen, "Getting things done: The art of stress free productivity", New York: Penguin
  • Y. Altman, B. Metcalfe, "Leadership", In: E. Wilson, dir., "Organizational Behaviour Reassessed. The Impact of Gender", Sage, London, pp104-129
  • D. G. Arce, "Leadership and the aggregation of international collective action", Oxford Economic Papers, Vol 53, pp114-137
  • E. Aronson, "Integrating leadership styles and ethical perspectives", Canadian Journal of Administrative Sciences, 18(4), pp244-256
  • C. Barker, A. Johnson, M. Lavalette, "Leadership matters: An introduction", In: C. Barker, A. Johnson, M. Lavalette, dir., "Leadership and social movements", Manchester: Manchester University Press
  • R. A. Barker, "The nature of leadership", Human Relations, 54(4), pp469-494
  • G. Birkner, "Natural born leaders: some are born to be the boss, others have the job thrust upon them. Here's how some companies are teaching leadership", Sales and Marketing Management, 153 (11), p61
  • S. Burke et K. M. Collins, "Gender differences in leadership styles and management skills", Women in Management Review, 16(5/6), pp244-256
  • Gervase R Bushe, "Clear Leadership. How Outstanding Leaders Make Themselves Understood, Cut Through the Mush, and Help Everyone Get Real", Davies-Black, Palo Alto, CA United States, ISBN 0-89106-152-5
  • Colin Camerer, Marc Knez, Yuval Rottenstreich, Roberto Weber, "The Illusion of Leadership: Misattribution of Cause in Coordination Games", Organization Science, Vol 12, n°5, Sep. - Oct., pp582-598
  • L. L. Carli et A. H. Eagly, dir., "Gender, hierarchy, and leadership", Journal of Social Issues, 57(4)
  • K. Y. Chan, F. Drasgow, "Toward a theory of individual differences and leadership: Understanding the motivation to lead", Journal of Applied Psychology, 86 (3), pp481–498
  • M. M. Chemers, "Leadership effectiveness: An integrative review", In: M. A. Hogg & R. S. Tindale, dir., "Blackwell handbook of social psychology: Group processes", Oxford, UK: Blackwell
  • D. L. Costley et J. P. Howell, "Understanding Behaviors for Effective Leadership", Prentice Hall, Upper Saddle River NJ.
  • D. Cox, "Ten leadership characteristics", Innovative Leader, 10(8), August
  • F. Dansereau, C. J. Kennedy, F. J. Yammarino, "A Multiple-Level Multidimensional Approach to Leadership: Viewing Leadership through an Elephant's Eye", Organizational Dynamics, 29 (3), pp149-163
  • J. R. Darling et C. K. Shelton, “The quantum skills model in management: a new paradigm to enhance effective leadership”. Leadership and Organizational Development Journal, 22(6), pp264-273
  • D. V. Day, "Leadership development: A review in context", The Leadership Quarterly, Vol 11, pp581–614
  • I. L. Densten, J. Gray, "Leadership development and reflection: what is the connection?”, The International Journal of Educational Management, 15(3), pp119-124
  • W. Drath, "The Deep Blue Sea: Rethinking the Source of Leadership", San Francisco: Jossey-Bass
  • Foong Loke J. Chiok, "Leadership behaviours: effects on job satisfaction, productivity and organizational commitment", Journal of Nursing Management, 9(4), pp191-204
  • A. H. Eagly et M. C. Johannesen-Schmidt, "The leadership styles of women and men", Journal of Social Issues, 57, pp781-797
  • C. G. Emrich, Robert G. Lord, "Thinking outside the box by looking inside the box: Extending the cognitive revolution in leadership research", Leadership Quarterly, 11(4), pp551-579
  • Gilbert Fairholm, "Mastering Inner Leadership", Westport, CT: Quorum Books
  • G. Fairhurst, "Dualism in leadership research", In: F.M. Jablin et L. Putnam, dir., "The new handbook of organizational communication: Advances in theory, research, and methods", Thousand Oaks, CA: Sage Publications
  • J. Carl Ficarrotta, dir., "The Leader's Imperative: Ethics, Integrity, and Responsibility", West Lafayette: Purdue University Press
  • Nicolai J. Foss, "Leadership, Beliefs and Coordination: An Explorative Discussion", Industrial and Corporate Change, Vol 10, pp357-388
  • M. Fullan, "Leading in a culture of change: Being effective in complextimes", San Francisco: Jossey-Bass
  • W. L. Gardner, K. B. Lowe, "Ten years of the leadership quarterly: Contributions and challenges for the future", The Leadership Quarterly, 11(4), pp459-514
  • Keith Grint, "The Arts of Leadership", OUP Oxford
  • Charles Hampden-Turner, Fons Trompenaars, "21 Leaders for the 21st Century", Oxford: Capstone
  • R. A. Heifetz, D. L. Laurie, "The work of leadership", Best of Harvard Business Review, 79(11), pp131-141
  • David A. Hennessy, Jutta Roosen, John A. Miranowski, "Leadership and the Provision of Safe Food", American Journal of Agricultural Economics, Vol 83, n°4, Nov., pp862-874
  • M. C. Higgins, "Follow the Leader? The Effects of Social Influence on Employer Choice", Group and Organization Management, 26(3), pp255–282
  • M. A. Hogg, "A social identity theory of leadership", Personality and Social Psychology Review, 5, pp184-200
  • Janet Holmes et Meredith Marra, "Leadership and managing conflict in meetings", Pragmatics, 14, pp439-462
  • Robert J. House, P. Puranam, G. G. Ramirez, D. A. Waldman, "Does Leadership Matter? CEO Leadership Attributes and Profitability under Conditions of Perceived Environmental Uncertainty", Academy of Management Journal, Vol 44, pp134–143
  • R. H. Humphrey, "The many faces of emotional leadership", The Leadership Quarterly, 13, pp493−504
  • M. Kets De Vries, "The Leadership Mystique", Prentice Hall, London
  • R. Klimoski, S. J. Zaccaro, "The nature of organizational leadership", In: S. J. Zaccaro, R. Klimoski, dir., "The nature of organizational leadership: understanding the performance imperatives confronting today’s leaders", San Francisco: Jossey-Bass, pp3– 1
  • N. Korac-Kakabadse, A. Korac-Kakabadse, A. Kouzmin, "Leadership renewal: Towards the philosophy of wisdom", International Review of Administrative Science, Vol 67, pp207-227
  • M. Platow, D. van Knippenberg, "A social identity analysis of leadership endorsement: the effects of leader ingroup prototypicality and distributive intergroup fairness", Personality and Social Psychology Bulletin, 27 (11), pp1508–1519
  • L. M. Kobe, R. Reiter-Palmon, J. D. Rickers, "Self-reported leadership experiences in relation to inventoried social and emotional intelligence", Current Psychology: Developmental, Learning, Personality, Social, Vol 20, pp154-163
  • Christopher D. Kolenda, dir., "Leadership: The Warrior's Art", Carlisle Barracks, PA: Army War College Foundation Press, 2d ed.
  • N. Korac-Kakabadse, A. Korac-Kakabadse, A. Kouzmin, "Leadership renewal: Towards the philosophy of wisdom", International Review of Administrative Sciences, 67, pp207−227
  • J. P. Kotter, “What leaders really do”, Harvard Business Review, Vol 79, pp85–96
    • M. A. Marks, A.L. Rittman et S. J. Zaccaro, "Team leadership", Leadership Quarterly, 12, pp451–483
    • R. Marion, M. Uhl-Bien, "Leadership in complex organizations", Leadership Quarterly, 12(4), pp389-418
  • Thomas W. Miller & Jean M. Miller, "Educational leadership in the new millennium: a vision for 2020", International Journal of Leadership in Education, Vol 4, n°2, pp181-189
  • Peter G. Northouse, "Leadership: Theory and practice", Thousand Oaks, CA.: Sage
      • 3ème édition en 2004, California: Sage Publications
      • 4ème édition en 2007, Thousand Oaks, CA: Sage
      • Nouvelle édition en 2009, SAGE
    • M. Nyman, L. Thach, "Leading in limbo land: the role of a leader during merger and acquisition transition", Leadership & Organisation Development Journal, Vol 22, n°4, pp146-150
    • James O'Toole, "When Leadership is an Organizational Trait", In: Warren Bennis, G. M. Spreitzer & T. G. Cummings, dir., The Future of Leadership. San Francisco: Bossey-Bass, pp158-176
    • J. Parviainen, A. Ropo, "Leadership and bodily knowledge in expert organizations: Epistemological rethinking", Scandinavian Journal of Management, 17(1), pp1-18
    • S. F. Pasa, "Leadership influence in a high power distance and collectivist culture", Leadership & Organization Development Journal, 21(8), pp414-426
  • Moses L. Pava, "The Many Paths to Covenantal Leadership: Traditional Resources for Contemporary Business", Journal of Business Ethics, Vol 29, n°1/2, Sixth Annual International Conference Promoting Business Ethics, Jan., pp85-93
  • P. Plsek, T. Wilson, "Complexity, leadership, and management in healthcare organizations", British Medical Journal, Vol 323, pp746–749
  • D. A. Romig, "Side by side leadership", Marietta, GA: Bard Press
  • C. Rusaw, "Leading public organizations", Harcourt, New York
  • Michael Useem, "Leading Up: How to Lead Your Boss so You Both Win", New York: Crown Business
  • Karl Weick, "Leadership As the Legitimation of Doubt", In: Warren Bennis, G. M. Spreitzer & T. G. Cummings, dir., The Future of Leadership, San Francisco: Jossey-Bass
  • N. Wright, "Leadership, ‘Bastard Leadership’ and Managerialism : Confronting Twin Paradoxes in the Blair Education Project", Educational Management and Administration, 29 (3), pp275-290
  • S. J. Zaccaro, "The nature of executive leadership: a conceptual and empirical analysis of success", Washington, DC: APA Books

2002

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

2003

  • M. Alvesson et S. Sveningsson, "The great disappearance act: difficulties in doing leadership", Leadership Quarterly, 14, pp359-381
  • M. Alvesson et S. Sveningsson, "Managers doing leadership: the extra ordinarization of the mundane", Human Relations, 56(12), pp1435-1459
  • B. Armandi, J. Oppedisano et H. Sherman, “Leadership theory and practice: a „case‟ in point”, Management Decision, Vol 41, n°10, pp1076–1088
  • S. Gayle Baugh, Claudia C. Cogliser, Terri A. Scandura, "Leadership Development in the Context of Diversity", In: George B. Graen, dir., "Dealing with diversity", LMX leadership: The series, Vol 1, Greenwich, CT: Information Age Publishing
  • L. Block, "The Leadership-Culture Connection: An Exploratory Investigation", Leadership and Organization Development Journal, Vol 24, n°6, February, pp318-334
  • N. Bennett, J. Harvey, C. Wise, P. Woods, "Distributed Leadership", Nottingham: National College for School Leadership
  • C. S. Borrill, F. Brodbeck, J. F. Dawson, B. Haward, D. A. Shapiro, M. A. West, "Leadership clarity and team innovation in health care", Leadership Quarterly, 14, pp393–410
  • F. Brodbeck, C. S. Borrill, J. F. Dawson, D. A. Shapiro, B. Haward, M. A. West, "Leadership clarity and team innovation in health care", Leadership Quarterly, Vol 14, pp393-410
  • L. L. Carli, A. H. Eagly, "The female leadership advantage: An evaluation of the evidence", Leadership Quarterly, 14(6), 807-834
  • Jay A. Conger et C. L. Pearce, dir., "Shared leadership: Reframing the hows and whys of leadership", Thousand Oaks, CA: Sage Publications
  • Jay A. Conger et C. L. Pearce, "All Those Years Ago: The Historical Underpinnings of Shared Leadership", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks: Sage Publications
  • Jay A. Conger et C. L. Pearce, "A Landscape of Opportunities: Future Research on Shared Leadership", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks: Sage Publications, pp285-303
  • Jay A. Conger, D. A. Ready, "Why leadership development efforts fail", MIT Sloan Management Review, May
  • D. Couillard et J. Lapierre, "Leadership, learning and resources for the high-tech firm: an integrated view of technology management", International Journal of Technology Management, 26(7), pp767-787
  • M. Court, "Towards democratic leadership: Co-principal initiatives", International Journal of Leadership in Education, 6(2), p161
  • M. Csikszentmihalyi, "Good Business: Leadership, Flow, and the Making of Meaning", Viking Press
  • M. Csikszentmihalyi, C. Hooker, "Flow, creativity, and shared leadership", In: C. L. Pearce & Jay A. Conger, dir., "Shared Leadership", Thousand Oaks, CA: Sage, pp217-234
  • J. K. Fletcher et K. Kåufer, "Shared Leadership: Paradox and Possibility", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership:Reframing the Hows and Whys of Leadership, Thousand Oaks: Sage Publications
  • Peter J. Frost, "The hidden work of leadership", Leader to Leader, Vol 30, Autumn/Fall, pp13–18
  • R. Gill, "Change management – or change leadership?", Journal of Change Management, Vol 3, n°4, pp307-318
  • Keith Grint, "Why Leadership is Important", In: S. Dopson et A. Mark, dir., "Leading Health Care Organizations, London: Palgrave
  • P. Gronn, "The New Work of Educational Leaders", London, Paul Chapman
  • A. Harris, "The changing context of leadership", In: C. Chapman, C. Day, A. Harris, M. Hadfield, A. Hargreaves, D. Hopkins, dir., "Effective Leadership for School Improvement", London, Routledge Falmer
  • N. Harter, "Between great men and leadership: William James on the importance of individuals", Journal of Leadership Education, Vol 2, n°1
  • Audrey Helfman, James L. Morrison, Jo Rha, "Learning Awareness, Student Engagement, and Change: A Transformation in Leadership Development", Journal of Education for Business, Vol 79, n°1, September, pp11-17
  • Malcom Higgs, "How can we make sense of leadership in the 21st century?", Leadership and Organisational Development Journal, 24(5), pp273–284
  • M. A. Hogg, et D. van Knippenberg, dir., "Leadership and power: Identity processes in groups and organizations", London: Sage
  • D. Holt, D. Self, A. Thal, S. Lo, "Facilitating Organization Change: a test of leadership strategies", Leadership and Organizational Development Journal, 24/5, pp262-272
  • C. Hooker et M. Csikszentmihalyi, "Flow, Creativity, and Shared Leadership: Rethinking the Motivation and Structuring of Knowledge Work", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks: Sage Publications
  • D. Hopkins et D. Jackson, "Building the capacity for leading and learning", In: C. Chapman, C. Day, A. Harris, M. Hadfield, A. Hargreaves, D. Hopkins, dir., "Effective Leadership for School Improvement", London, Routledge Falmer
  • Z. N. J. Horn, S. J. Zaccaro, "Leadership theory and practice: Fostering an effective symbiosis", Leadership Quarterly, 14, pp769-806
    • R. B. Kaiser, R. E. Kaplan, "Developing Versatile Leadership", MIT Sloan Management Review, 44(4), pp19-26
    • Gene Klann, "Crisis Leadership: Using Military Lessons, Organizational Experiences, and the Power of Influence to Lessen the Impact of Chaos on the People You Lead", Greensboro, NC: Center for Creative Leadership
    • B. van Knippenberg et D. van Knippenberg, "Leadership, identity and influence: Relational concerns in the use of influence tactics", In: D. van Knippenberg & M. A. Hogg, dir., "Leadership and power: Identity processes in groups and organizations", London: Sage, pp123-137
  • Christopher D. Kolenda, “Ten Ways Great Leaders Lead”, Military Review, 83, November/December, pp41-49
  • R. C. Liden, S. E. Seibert et R. T. Sparrowe, "A group exchange structure approach to leadership in groups", In: C.L. Pearce et J.A. Conger, dir., "Shared leadership: Reframing the hows and whys of leadership", Thousand Oaks, CA: Sage Publications, pp173-192
    • W. H. J. De Liefde, "Lekgotla: The Art of Leadership Through Dialogue", Houghton, South Africa: Jacana
    • Edwin A. Locke, "Leadership: Starting at the Top", In: C. L. Pearce & J. A. Conger, dir., Shared Leadership: Reframing the Hows and Whys of Leadership, Thousand Oaks: Sage Publications
    • Carnes Lord, "The Modern Prince: What Leaders Need to Know Now", New Haven: Yale University Press
  • James M. Loy et Donald T. Phillips, "Character in Action: The U.S. Coast Guard on Leadership", Annapolis, MD: Naval Institute Press
  • C. McCauley, E. van Velsor, "Our view of leadership development", In: C. McCauley & E. Van van Velsor, dir., "The center for creative leadership handbook of leadership development", San Francisco: Jossey-Bass, pp1-25
  • Michael T. Miller & Myron L. Pope, "Faculty senate leadership as a presidential pathway: clear passage or caught in a maze?", Community College Journal of Research and Practice, Vol 27, n°2, February, pp119-129
  • I. I. Mitroff, "Crisis leadership: Planning for the unthinkable", New York: John Wiley
  • E. Moxnes, E. van der Heijden, "The Effect of Leadership in a Public Bad Experiment", Journal of Conflict Resolution, Vol 47, pp773-795
  • B. S. Nelson, M. K. Stein, "Leadership content knowledge", Educational Evaluation and Policy Analysis, 25(4), pp423-448
  • J. A. Raelin, "Creating Leaderful Organizations", San Francisco: Berrett-Koehler
    • Ersin Rausch, “Guidelines for Management and Leadership Decision”, Management Decision, 41, n°10, pp979-988
  • P. Sadler, "Leadership" London: Kogan Page (seconde édition)
  • A. Safty, “Value Leadership”, University of Bahçesehir/Istanbul
  • M. Sashkin, M. G. Sashkin, "Leadership that Matters: Critical Factors for Making a Difference in People’s Lives and Organizations’ Success", San Franciso, CA: Barret-Koehler, ISBN 1576751937
  • A. Somech, "Relationships of participative leadership with relational demography variables: a multi-level perspective", Journal of Organizational Behavior, 24(8), pp1003-1018
  • R. Sternberg, "WICS: A model of leadership in organizations", Academy of Management Learning & Education, Vol 2, pp386-401
  • Montgomery Van Wart, "Public-Sector Leadership Theory: An Assessment", Public Administration Review, 63(2), pp214–228
    • Te Whaiti Nui-a-Toi, "Te Whaiti School, New Zealand shares Tipu Ake - A Leadership Model for Innovative Organisations", Tipu Ake Team: 20 Hastings Parade, Devonport, Auckland, New Zealand (Aotearoa)
    • N. Wright, "Principled ‘Bastard’ Leadership ?", Educational Management and Administration, 31 (2), pp139-143

2004

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

De 2005 à 2009

2005

  • John Adair, "How to Grow Leaders", Kogan Page, London
  • N. Adler, "Leadership journeys: The courage to enrich the world", In: L. Coughlin, E. Wingard, & K. Hollihan, dir., "Enlightened power. How women are transforming the path to leadership", San Francisco: Jossey Bass, pp3-13
  • B. Alimo-Metcalfe, J. Alban-Metcalfe, "Leadership: time for a new direction?", Leadership, 1(1), pp51-71
  • John Baldoni, "Great Motivation Secrets of Great Leaders", New York: McGraw-Hill
  • P. Balkundi et M. Kilduff, "The ties that lead: A social network approach to leadership", The Leadership Quarterly, 16(6), pp941-961
  • Herb Baum, “Transparent Leadership”, Leader to Leader, n°37, Summer, pp41-47
  • C. J. Bean, F. Hamilton, "The importance of context, beliefs and values in leadership development", Business Ethics: A European Review, 14(4), pp336–347
  • Denise Belchetz, Kenneth Leithwood, "Successful Leadership: Does Context Matter and If So, How?", In: Christopher Day, Kenneth Leithwood, dir., "Successful principal leadership: An international perspective", Dordrecht, The Netherlands: Springer, pp117-138
  • Y. Berson et J. D. Linton, "An examination of the relationships between leadership style, quality, and employee satisfaction in R&D versus administrative environments", R&D Management, 35(1), pp51–60
  • Michael Beverland & Sandra Luxton, "Managing integrated marketing communication(IMC) through strategic decoupling: How Luxury Wine Firms Retain Brand Leadership While Appearing to Be Wedded to the Past", Journal of Advertising, Vol 34, n°4, December, pp103-116
  • Kanika T. Bhal, "Dyadic and Average Leadership Styles as Predictors of Subordinate Satisfaction, Commitment and Organisational Citizenship Behaviour", Indian Journal of Industrial Relations, Vol 40, n°3, Jan., pp372-385
  • Paul Blackmore, C. Stainton, D. Wilson, "Leadership in staff development: a role analysis", Research in Post-Compulsory Education, 10(2), pp149–164
  • M. Bonaiuto, L. Cicero, D. van Knippenberg, A. W. Kruglanski, A. Pierro, "Leader group prototypicality and leadership effectiveness: The moderating role of need for cognitive closure", The Leadership Quarterly, 16(4), pp503-516
  • Chris Bourg et Mady W. Segal, “Professional Leadership and Diversity in the Army”, In: Lloyd J. Matthews, Don M. Snider, dir., "The Future of the Army Profession", 2d ed., rev. and expanded. Boston: McGraw-Hill, Chap. 32
  • Richard Boyatzis et Annie McKee, "Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion", Boston: Harvard Business School Press
  • J. Bratton, Keith Grint, D. Nelson, "Organizational Leadership", Mason, USA: Southwestern, Thompson Press
  • M. Buckingham, "The one thing you need to know...about great managing, great leading, and sustained individual success", New York: Free Press
  • James M. Burns, “Leadership”, Leadership, 1:1, pp11-12
  • A. Caress, L. Scott, "Shared governance and shared leadership: Meeting the challenges of implementation", Journal of Nursing Management, 13(1), pp4-12
  • Marie Cedillo, Louis W. Fry, Steve Vitucci, “Spiritual Leadership and Army Transformation: Theory, Measurement, and Establishing a Baseline”, The Leadership Quarterly, 16, October, pp835-862
  • J. Chun, F. Dansereau, S. Dionne, F. Yammarino, "Leadership and levels of analysis: A state-of-the-science review", Leadership Quarterly, Vol 16, pp879-919
  • Thomas B Coburn, "Cultivating Spiritual Academics for Leadership--A Presidential Perspective", Journal of College and Character, Vol 6, n°4, May
  • D. Collinson, "Dialectics of leadership", Human Relations, 58(11), pp1419-1442
  • Mary L. Connerley et Paul B. Pedersen, "Leadership in a Diverse and Multicultural Environment: Developing Awareness, Knowledge, and Skills", Thousand Oaks, CA: Sage
  • Linda Coughlin, Keith Hollihan, Ellen Wingard, dir., "Enlightened Power: How Women Are Transforming the Practice of Leadership", San Francisco: Jossey-Bass
  • David De Cremer et Tom R. Tyler, “Process-Based Leadership: Fair Procedures and Reactions to Organizational Change”, The Leadership Quarterly, Vol 16, August, pp529-545
  • David De Cremer et E. Van Dijk, "When and why leaders put themselves first: 489 Leader behaviour in resource allocations as a function of feeling entitled", European Journal of Social Psychology, 35, pp553–563
  • Eric B. Dent, M. Eileen Higgins, Deborah M. Wharff, “Spirituality and Leadership: An Empirical Review of Definitions, Distinctions, and Embedded Assumptions”, The Leadership Quarterly, 16, October, pp625-653
  • Michael H. Dickmann et Nancy Stanford-Blair, "Leading Coherently: Reflections from Leaders around the World", Thousand Oaks, CA: Sage
  • Astrid Eggen, Otto L. Fuglestad, Jorunn MØller, "Successful Leadership Based on Democratic Values", In: Christopher Day, Kenneth Leithwood, dir., "Successful principal leadership: An international perspective", Dordrecht, The Netherlands: Springer, pp71-86
  • D. S. Elenkov, I. M. Manev, "Top management leadership and influence on innovation: The role of sociocultural context", Journal of Management, 31(3), pp381-402
  • G. T. Fairhurst, “Reframing the Art of Framing: Problems and Prospects for Leadership”, Leadership, 1:2, pp165-185
  • Dean Fink, Andy Hargreaves, "Sustainable Leadership", Jossey Bass/Wiley
  • Dean Fink, Andy Hargreaves, "The road to sustainable leadership: The seven principles", The Australian Educational Leader, 27(1), pp10-13, p30
  • Jim Folaron, “The Human Side of Change Leadership”, Quality Progress, Vol 38, April, pp39-43
  • M. Fullan, "Leadership and sustainability: System thinkers in action", Thousand Oaks, CA: Corwin Press
  • Christopher P. Gehler, "Agile Leaders, Agile Institutions: Educating Adaptive and Innovative Leaders for Today and Tomorrow", Strategy Research Project. Carlisle Barracks, PA: U.S. Army War College
  • Peter Georgescu, "The Source of Success: Five Enduring Principles at the Heart of Real Leadership", San Francisco: Jossey-Bass
  • V. L. Goodwin, T. M. Pitts, W. Kageler, J. L. Whittington, "Legacy leadership: The leadership wisdom of the apostle Paul", Leadership Quarterly, Vol 16, pp749−770
  • J. Gooty et S. Michie, "Values, emotions, and authenticity: Will the real leader please stand up?", The Leadership Quarterly, Vol 16, pp441–457
  • H. M. Greenberg et P. J. Sweeney, "Leadership: Qualities that distinguish women", Financial Executive, 21(6), pp32-36
  • Keith Grint, "Leadership: Limits and Possibilities (Management, Work and Organisations)", Palgrave Macmillan
  • R. J. Hall et R. G. Lord, "Identity, deep structure and the development of leadership skill", Leadership Quarterly, 16, pp591-615
    • Philip L. Hanrahan, “Leadership and Command Philosophy”, Armor, 114, March-April, pp47-50
  • S. A. Haslam, N. Hopkins, S. Reicher, “Social Identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality”, Leadership Quarterly, 16:4, pp547-568
  • James T. Hirai et Kim L. Summers, “Leader Development and Education: Growing Leaders. Now for the Future”, Military Review, 85, May-June, pp86-95
  • R. Hogan, R. Kaiser, "What we know about leadership", Review of General Psychology, 9(2), pp169-180
  • W. C. Howard, "Leadership: four styles", Education (Chula Vista, Calif.), 126 (2), pp384-391
  • Robert E. Kaplan, "Leadership that is both forceful and enabling", Leadership in Action, Vol 25, n°1, March/April, pp13–17
  • M. Knirsch, F. Székely, "Responsible Leadership and Corporate Social Responsibility:: Metrics for Sustainable Performance", European Management Journal, 23(6), pp628-647
  • B. van Knippenberg et D. van Knippenberg, "Leader self-sacrifice and leadership effectiveness: The moderator role of leadership prototypicality", Journal of Applied Psychology, 90, pp25-37
  • Roderick M. Kramer et David M. Messick, dir., "The Psychology of Leadership: New Perspectives and Research", Mahwah, NJ: Lawrence Erlbaum
  • Maria Susman Israel & Beverly Bell Kasper, "Refraining Leadership to Create Change", The Educational Forum, Vol 69, n°1, March, pp16-26
  • Z. Kebonang, "The New Partnership for Africa’s Development: Promoting foreign direct investment through moral political leadership", Africa Insight, Vol 35, n°1, pp3-13
  • T. W. Kent, “Leading and managing: it takes two to tango“, Management Decision, Vol 43, n°7/8, pp1010–1017
    • N. O. Keohane, “On Leadership”, Perspectives on Politics, 3:4, December, pp705-722
    • Fred Kiel et Doug Lennick, "Moral Intelligence: Enhancing Business Performance and Leadership Success", Upper Saddle River, NJ: Wharton School
  • M. Kriger et Y. Seng, “Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions”, Leadership Quarterly, 16:5, pp771-806
  • R. Lepsinger, Gary A. Yukl, "Why integrating the leading and managing roles is essential for organizational effectiveness", Organizational Dynamics, Vol 34, pp361–375
  • J. C. Maxwell, "The 360 degree leader: Developing your influence from anywhere in the organization", Nashville, TN: Thomas Nelson
    • M. McCrimmon, "Thought leadership: A radical departure from traditional, positional leadership", Management Decision, 43(7/8), pp1064-1070
  • John B. Miner, "Organizational Behavior I: Essential Theories of Motivation and Leadership", Armonk, NY: Sharpe
  • Graham Neale, Sisse Olsen, "Clinical Leadership In The Provision Of Hospital Care: Must Be Improved To Reduce Basic Errors In Clinical Care", BMJ: British Medical Journal, Vol 330, n°7502, 28 mai, pp1219-1220
  • A. H. Normore et C. Trinidad, "Leadership and gender: A dangerous liaison?", Leadership & Organization Development Journal, 26(7), pp574-590
  • Sharon D. Parks, "Leadership can be taught: A Bold Approach for a Complex World", Boston, MA: Harvard Business School Press
  • T. L. Pittinsky et C. Zhu, “Contemporary public leadership in China: A research review and consideration”, Leadership Quarterly, 16:6, pp921-939
  • L. Prince, “Eating the Menu rather than the Dinner: Tao and Leadership", Leadership, 1:1, pp105-126
  • Scott A. Quatro et Ronald R. Sims, “The Achievements and Challenges of Military Leadership”, In: Ronald R. Sims et Scott A. Quatro, dir., "Leadership: Succeeding in the Private, Public, and Not-For-Profit Sectors", Armonk, NY: Sharpe, Chap. 10
    • George Reed, “Leadership Development: Beyond Traits and Competencies”, In: Lloyd J. Matthews. Don M. Snider, dir., "The Future of the Army Profession", 2d ed., rev. and expanded. Boston: McGraw-Hill, Chap. 27
    • David Rooke et William R. Torbert, “Seven Transformations of Leadership”, Harvard Business Review, 83, April, pp67-76
    • William E. Rosenbach et Robert L. Taylor, dir., "Military Leadership: In Pursuit of Excellence", Cambridge: Westview Press, 4th ed.
    • E. Sauer, "Emotions in Leadership: Leading a Dramatic Ensemble", Tampere University Press, Tampere
    • Patricia D. Schwarber, “Leaders and the Decision-Making Process”, Management Decision, Vol 43, n°7/8, pp1086-1092
  • C. Skinner et P. Spurgeon, "Valuing empathy and emotional intelligence in health leadership: a study of empathy, leadership, and outcome effectiveness", Health Services Management Research, 18, pp1-12
  • R. Starratt, "Responsible leadership”, The Educational Forum, Vol 69, n°2, pp124-133
  • Sherry Stout-Stewart, "Female Community(College presidents: Effective leadership patterns and behaviors", Community College Journal of Research and Practice, Vol 29, n°4, April, pp303-315
  • Timothy H. Warneka, "Leading People the Black Belt Way: Conquering the Five Core Problems Facing Leaders Today", Asogomi Publishing International
  • Margaret J. Wheatley, "Finding our way: Leadership for an uncertain time", San Francisco, CA: Berrett-Koehler
  • D. Williams, "Real Leadership: Helping People and Organizations Face Their Toughest Challenges", San Francisco, CA: BerrettKoehler
  • M. Wood, "The fallacy of misplaced leadership", Journal of Management Studies, 42(6), pp1101-1121
  • Gary Yukl, "Leadership in Organizations", New York: Prentice-Hall, 6th Edition

2006

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

2007

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

2008

  • Scott. J. Allen et Marcy. L. Shankman, "Emotionally Intelligent Leadership: A Guide for College Students", San Francisco, CA: Jossey-Bass
  • D. L. Anderson, M. C. Anderson, W. D. Mayo, "Team coaching helps a leadership team drive cultural change at Caterpillar", Global Business and Organizational Excellence, 27(4), pp40-50
  • Michael Antioco, Adam Lindgreen, Roger Palmer et Martin Wetzels, "Do different marketing practices require different leadership styles? An exploratory study", Journal of Business & Industrial Marketing, Vol 24, n°1, pp14-26
  • A. Ardichvili, S. V. Manderscheid, "Emerging practices in leadership development: An introduction", Advances in Developing Human Resources, 10 (5), pp619-630
  • F. Aref, M. r. B. Redzuan, "Barriers to Community Leadership Toward Tourism Development in Shiraz, Iran", European Journal of Scientific Research, Vol 7, n°2
  • Marilyn Byrd, "Negotiating new meanings of ‘leader’ and envisioning culturally informed theories for developing African-American women in leadership roles: an interview with Patricia S. Parker", Human Resource Development International, Vol 11, n°1, February, pp101-107
  • Alan Bryman, "Leadership in higher education", In: K. T. James et J. Collins, dir., "Leadership Perspectives: Knowledge into Action", Palgrave, pp126-139
  • J. A. Burruss, J. R. Hackman, D. A. Nunes, R. Wageman, "Senior leadership teams: what it takes to make them great", Boston: Harvard Business School Press
  • B. Carroll, L. Levy, D. Richmond, "Leadership in practice: Challenging the competency paradigm", Leadership 4(4), pp363–379
  • Hsien-Wen Chang & Grier Lin, "Effect of personal values transformation on leadership behaviour", Total Quality Management & Business Excellence, Vol 19, n°1-2, February, pp67-77
  • L. Chen, "Leaders or Leadership: Alternative Approaches to Leadership Studies", Management Communication Quarterly, 21(4), pp547-555
  • R. Cowsill et Keith Grint, "Leadership, task and relationship: Orpheus, Prometheus and Janus", Human Resource Management Journal, 18, pp188-195
  • Fred Dansereau et Fran Yammarino, "Multi-Level Nature of and Multi-Level Approaches to Leadership", Leadership Quarterly, 19, pp135-141
  • R. L. Daft, "The leadership experience", Mason, OH: Thomson South-Western, 4ème édition
  • K. Dale, M. L. Fox, "Leadership style and organizational commitment: mediating effect of role stress", Journal of Managerial Issues, 20(1), pp109-130
  • A. Dale Thompson, M. Grahek, R. E. Phillips, C. L. Fay, "The search for worthy leadership", Consulting Psychology Journal: Practice and Research, 60(4), pp366–382
  • W. H. Drath, C. D. McCauley, C. J. Palus, E. Van Velsor, P. M. G. O'Connor, J. B. McGuire, "Direction, alignment, commitment: Toward a more integrative ontology of leadership", The Leadership Quarterly, Vol 18, pp635–653
  • G. S. Erben et A. B. Guneser, "The relationship between paternalistic leadership and organizational commitment: Investigating the role of climate regarding ethics", Journal of Business Ethics, 82, pp955-968
  • C. Ernst, S. Wong, J. Yip, "The Nexus Effect: When leaders span boundaries", Leadership in Action, Vol 28, n°4
  • Jeffery Ferguson & John Milliman, "Creating Effective Core Organizational Values: A Spiritual Leadership Approach", International Journal of Public Administration, Vol 31, n°4, March, pp439-459
  • Janis Fine, Vivian Hopp Gordon, Marla Susman Israel, "Partnership for Faith-Based Leadership Development: An Educational Model", The Educational Forum, Vol 72, n°2, January, pp138-150
  • E. Foldy, L. Goldman, S. Ospina, "Sensegiving and the role of cognitive shifts in the work of leadership", The Leadership Quarterly, Vol 19, pp514-529
  • D. Forsyth, A. Goethals, C. Hoyt, dir. "Social psychology of leadership", New York: Praeger
  • S. A. Furst et M. Reeves, "Queens of the hill: Creative destruction and the emergence of executive leadership of women", The Leadership Quarterly, 19(3), pp372-384
  • Keith Grint, "Leadership, Management and Command: Rethinking D-Day", Basingstoke: Palgrave
  • Keith Grint, "Forward to the past or back to the future? Leadership, 1965-2006", In: S. Dopson, M. Earl, P. Snow, dir., "Mapping the management journey: practice, theory, and context", Oxford: Oxford University Press, Ch 5, pp104-120
  • Keith Grint, "Leadership", In: Y. Gabriel, dir., "Organizing words: a critical thesaurus for social and organization studies", Oxford: Oxford University Press, pp158-159
  • R. J. Harrison, J. Li, "National Culture and the Composition and Leadership Structure of Boards of Directors", Corporate Governance: An International Review, Vol 16, n°5, pp375–385
  • Richard Hatcher, "System leadership, networks and the question of powere, Management in Education, April, Vol 22, pp24-30
  • Malcom Higgs, Deborah Rowland, "Sustaining Change: Leadership that Works", Chichester: Jossey-Bass
  • 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
  • Kedsuda Limsila, Stephen O. Ogunlana, "Performance and Leadership outcome correlates of leadership styles and subordinate commitment", Engineering Construction and Architectural Management, Vol 15, n°2, pp164-184
  • Chen Ling, "Leaders or leadership: alternative approaches to leadership studies", Management Communication Quarterly, 21, pp547-555
  • H. Nienaber et G. Roodt, “Management and leadership: buccaneering or science?”, European Business Review, Vol 20, n°1, pp36–50
  • T. O. Peterson, D. D. Van Fleet, "A tale of two situations: An empirical study of behavior by not-for-profit managerial leaders", Public Performance & Management Review, Vol 31, pp503-516
  • J. W. Smither, D. Waldman, A. G. Walker, "A longitudinal examination of concomitant changes in team leadership and customer satisfaction", Personnel Psychology, 61(3), pp547-577
  • B. R. Spisak, Mark Van Vugt, "Sex differences in leadership emergence during competitions within and between groups", Psychological Science, 19, pp854-858
  • B. Steinheider et T. Wuestewald, "From the bottom-up: Sharing leadership in a police agency", Police Practice & Research, 9(2), pp145-163
  • Kerry S. Webb, "Creating Satisfied Employees in Christian Higher Education: Research on Leadership Competencies", Christian Higher Education, Vol 8, n°1, December, pp18-31
  • S. Western, "Leadership a critical text", Thousand Oaks, CA: Sage Publications
  • T. Williamson, "The good society and the good soul: Plato’s Republic on leadership", The Leadership Quarterly, 19, pp397–408
  • C. Yang, "The Relationships Among Leadership Styles, Entrepreneurial Orientation, and Business Performance”, Managing Global Transitions, 6(3), pp257-275
  • Gary Yukl, "How leaders influence organizational effectiveness", The Leadership Quarterly, Vol 19, pp708-722

2009

  • J. Rank, N. E. Nelson, T. D. Allen, X. Xu, "Leadership predictors of innovation and task performance: Subordinates' self ‐ esteem and self presentation as moderators", Journal of Occupational and Organizational Psychology, 82(3), pp465-489
  • T. Z. Ang, J. L. Harcourt, G. Sweetman, R. A. Johnstone, A. Manica, "Social feedback and the emergence of leaders and followers", Current Biology, 19, pp248–252
  • J. R. Barker, D. L. Collinson, D. Tourish, "Manufacturing conformity: leadership through coercive persuasion in business organizations", M@n@gement, vol 12(5), pp360-383
  • Kimberly B. Boal, J. G. Hunt, Richard N. Osborn, "The architecture of managerial leadership: Stimulation and channeling of organizational emergence", The Leadership Quarterly, 20, pp503-516
  • Alan Bryman et S. Lilley, "Leadership researchers on leadership in higher education", Leadership, 5(3), pp331-346
  • Timothy C. Caboni & Eve Proper, "Re-envisioning the Professional Doctorate for Educational Leadership and Higher Education Leadership: Vanderbilt University's Peabody College Ed.D. Program", Peabody Journal of Education, Vol 84, n°1, February, pp61-68
  • J. Callanan, S. A. Moss, N. Dowling, "Towards an integrated model of leadership and self regulation", Leadership Quarterly, Vol 20, pp162-176
  • W. Keith Campbell & Stacy M. Campbell, "On the Self-regulatory Dynamics Created by the Peculiar Benefits and Costs of Narcissism: A Contextual Reinforcement Model and Examination of Leadership", Self and Identity, Vol 8, n°2-3, April, pp214-232
  • J. G. Clawson, "Level three leadership: Getting below the surface", Upper Saddle River, NJ: Pearson Prentice Hall, 4ème édition
  • Cedric Cohen Skalli, "Abravanel's Commentary on the Former Prophets: Portraits, Self-Portraits, and Models of Leadership", Jewish History, Vol 23, n°3, (Isaac Abravanel in His Time), pp255-280
  • D. L. Collinson et M. Collinson, "Blended leadership: employee perspectives on effective leadership in the UK further education sector", Leadership, vol 5(3)
  • J. R. G. Dyer, A. Johansson, D. Helbing, I. D. Couzin, J. Krause, "Leadership, consensus decision making and collective behaviour in humans", Philosophical Transactions of the Royal Society B: Biological Sciences, 364, pp781–789
  • Fred Dansereau et Fran Yammarino, "Multi-Level Issues in Leadership and Organizational Behavior", Oxford, UK: Emerald Publishing Group
  • Deniz Deryakulu & Sinan Olkun, "Technology leadership and supervision: an analysis based on Turkish computer teachers' professional memories", Technology, Pedagogy and Education, Vol 18, n°1, March, pp45-58
  • C. Ernst, J. Yip, "Boundary spanning leadership: Tactics to bridge social identity groups in organizations", In: T. L. Pittinsky, dir., "Crossing the divide: Intergroup leadership in a world of difference", Boston: Harvard Business School Press, pp89-99
  • Heather Forest, "Artful Leadership for Creating Positive Social Change: Reflections on an Arts-Based Autoethnography", Storytelling, Self, Society, Vol 5, n°2, May, pp72-89
  • F. Hamidifar, "A study of the relationship between leadership styles and employee job satisfaction at Islamic Azad University branches in Tehran", Iran: Islamic Azad University Branches
  • R. T. Harrison, C. M. Leitch, C. McMullan, "Leadership development in SMEs: an action learning approach", Action Learning: Research and Practice, 6(3), pp243-263
  • C. E. Hinţea, C. Mora, T. C. Ţiclău, "Leadership and management in the health care system: leadership perception in cluj county children’s hospital", Transylvanian Review of Administrative Sciences, vol 27E, pp89-104
  • Shaun Hughes, "Leadership, management and sculpture: how arts based activities can transform learning and deepen understanding", Reflective Practice, Vol 10, n°1, February, pp77-90
  • G. Islam, "Animating leadership: Crisis and renewal of governance in four mythic narratives", The Leadership Quarterly, 20, pp828-836
  • A. J. King, D. D. P. Johnson, Mark Van Vugt, "The origins and evolution of leadership", Current Biology, 19, pp911–916
  • S. R. Komives, W. Wagner, "Leadership for a Better World: Understanding the Social Change Model of Leadership Development", San Francisco: Jossey-Bass
  • Luc Machard, Wim Rogmans, Florence Weill, "Call for cross governmental leadership to strategic cooperation among multiple stakeholders in preventing injuries in Europe: Conclusions of the 2nd European Conference on Injury Prevention and Safety Promotion, 9–10 October 2008", International Journal of Injury Control and Safety Promotion, Vol 16, n°2, June, pp97-101
  • Matthew M. Mars, "Student Entrepreneurs as Agents of Organizational Change and Social Transformation: a Grassroots Leadership Perspective", Journal of Change Management, Vol 9, n°3, September, pp339-357
  • Edward A. McCord, "Local Bullies and Armed Force Entrepreneurs: Militia Leadership in Republican Hunan", Twentieth-Century China, Vol 34, n°2, April, pp5-29
  • O. Mgbere, "Exploring the Relationship between Organizational Culture, Leadership Styles and Corporate Performance: An Overview", Journal of Strategic Management Education, Vol 5, pp187-202
  • Roger Nierenberg, "Maestro: A Surprising Story About Leading by Listening", Portfolio, ISBN 1591842883
  • Silke Scheer, The Entrepreneur As Business Leader: Cognitive Leadership In The Firm, Edward Elgar Publishing
  • Gary Yukl, "Leadership in Organizations", Upper Saddle River, NJ: Prentice Hall

Depuis 2010

2010

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

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

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

2011

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

2012

  • A. K. Alsayed, M. H. Motaghi, I. B. Osman, "The Use of the Multifactor Leadership Questionnaire and Communication Satisfaction Questionnaire in Palestine: A Research Note", International Journal of Scientific and Research Publications, Vol 2, n°11, November, pp1-9
  • M. Armstrong, "Armstrong's Handbook of Management and Leadership: Developing Effective People Skills for Better Leadership and Management: Kogan Page
  • Jamie D. Barrett, Michael D. Mumford, "Leader Effectiveness: Who Really is the Leader?", In: Michael G. Rumsey, "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • B. K. Blaylock, C. F. Falk, "The H Factor: A behavioral explanation of leadership failures in the 2007-2009 financial system meltdown", Journal of Leadership, Accountability & Ethics, 9(2), pp68-82
  • John P. Campbell, "Leadership, the Old, the New, and the Timeless: A Commentary", In: Michael G. Rumsey, "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • A. Chaudhry, K. Randeree, "Leadership-Style, Satisfaction and Commitment: An Exploration in the United Arab Emirates' Construction Sector", Engineering, Construction and Architectural Management, Vol 19, n°1, pp61-85
  • David V. Day, "Training and Developing Leaders: Theory and Research", In: Michael G. Rumsey, "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • S. Gächter, D. Nosenzo, E. Renner, M. Sefton, "Who makes a good leader? Cooperativeness, optimism, and leading-by-example", Economic Inquiry, Vol 50, pp953-967
  • R. D. Hackett, G. Wang, "Virtues and leadership: An integrating conceptual framework founded in Aristotelian and Confucian perspectives on virtues", Management Decision, 50(5), pp868–899
  • Sean T. Hannah, Walter J. Sowden, "Leadership in the Profession of Arms", In: Michael G. Rumsey, "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • C. Haven‐Tang, E. Jones, "Local leadership for rural tourism development: A case study of Adventa", Monmouthshire, UK. Tourism Management Perspectives, Vol 4, pp28-35
  • Walter Isaacson, “The Real Leadership Lessons of Steve Jobs", Harvard Business Review, April, pp93–102
  • A. Ishaque, A. Mahmood, S. Rehman, A. Shareef, "Perceived Leadership Styles and Organizational Commitment", Interdisciplinary Journal of Contemporary Research in Business, Vol 4, n°1, May, pp616-626
  • Irwin José, Kate LaPort, Stephen J. Zaccaro, "The Attributes of Successful Leaders: A Performance Requirements Approach", In: Michael G. Rumsey, "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • Richard Klimoski, "Commentary: When it Comes to Leadership, Context Matters", In: Michael G. Rumsey, "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • Russ Marion, "Organizational Leadership and Complexity Mechanisms", In: Michael G. Rumsey, "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • L. D. Marquet, "Turn The Ship Around! How to Create Leadership at Every Level", Texas: Greenleaf Book Group Press
  • Lawrence Paretta, "Failures in leadership: assessing organizational, strategic, and tactical intelligence failures prior to 11 September 2001", Criminal Justice Studies, Vol 25, n°3, September, pp301-317
  • Michael G. Rumsey, dir., "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • Michael G. Rumsey, "Final Words: The Elusive Science of Leadership", In: Michael G. Rumsey, dir., "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • Boas Shamir, "Commentary: Leadership in Context and Context in Leadership Studies", In: Michael G. Rumsey, "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • Robert J. Sternberg, "The WICS Model of Leadership", In: Michael G. Rumsey, "The Oxford Handbook of Leadership", Oxford University Press, ISBN: 9780195398793
  • M. Uhl-Bien, S. Ospina, dir., "Advancing relational leadership research: A dialogue among perspectives", Charlotte, NC: IAP

2013

  • C. S. Abbatte, S. Ruggieri, "Leadership style, self-sacrifice, and team identification", Social Behavior and Personality, Vol 41, n°7, pp1171-1178
  • E. Arbak, M. C. Villeval, "Voluntary leadership: motivation and influence", Social Choice and Welfare, Vol 40, pp635-662
  • Mary Ben Bonham, "Leading by example: new professionalism and the government client", Building Research & Information, Vol 41, n°1, February, pp77-94
  • David Berkowitz & Brent M. Wren, "Creating strategic commitment in franchise systems: establishing the link between leadership, organizational structure, and performance", Journal of Small Business & Entrepreneurship, Vol 26, n°5, September, pp481-492
  • Kevin Coe, commentaire du livre de Diane J. Heith, "The Presidential Road Show: Public Leadership in an Era of Party Polarization and Media Fragmentation", Political Communication, Vol 30, n°3, July, pp510-512
  • S. Böhm, C. Land, N. Sutherland, "Anti-leaders(hip) in social movement organizations: The case of autonomous grassroots groups", Organization, 0(0), pp1-23
  • K. Cameron, "Practicing positive leadership: Tools and techniques that create extraordinary results", San Francisco: Berrett-Koehler Publishers
  • C. Chiu, F. Dansereau, S. R. Seitz, B. Shaughnessy, Francis J. Yammarino, "What makes leadership, leadership? Using self-expansion theory to integrate traditional and contemporary approaches", The Leadership Quarterly, 24 (6), pp798-821
  • John De Nobile, Scott Marsh, Manjula Waniganayake, "Leadership for Learning as an intentional, community-wide activity: the importance of developing a shared language in schools", School Leadership & Management, Vol 33, n°4, September, pp395-411
  • M. Drouvelis, D. Nosenzo, "Group identity and leading-by-example", Journal of Economic Psychology, Vol 39, pp414-425
  • S. Eacott, "Leadership and the social: time, space and the epistemic", International Journal of Educational Management, 27(1), pp91-101
  • Lisa Ann Haeseler, "Leadership Styles of Service Professionals Aiding Women of Abuse: Enhancing Service Delivery", Journal of Evidence-Based Social Work, Vol 10, n°1, January, pp44-52
  • Zeenobiyah N. Hannif, Anne Vo, "The reception of Anglo leadership styles in a transforming society: the case of American companies in Vietnam", The International Journal of Human Resource Management, Vol 24, n°18, October, pp3534-3551
  • C. S. Howard, J. A. Irving, "The impact of obstacles and developmental experiences on resilience in leadership formation", Proceedings of the American Society for Business and Behavioral Sciences, 20(1), pp679-687
  • Eric Stoller, "Our Shared Future: Social Media, Leadership, Vulnerability, and Digital Identity", Journal of College and Character, Vol 14, n°1, February, pp5-10
  • Ian Sutherland, "Arts-based methods in leadership development: Affording aesthetic workspaces, reflexivity and memories with momentum", Management Learning, 44(1), pp25-43

2014

  • Jamie B. Barker, Pete Coffee, Andrew L. Evans, Matthew J. Slater, "Promoting shared meanings in group memberships: a social identity approach to leadership in sport", Reflective Practice, Vol 15, n°5, September, pp672-685
  • Rahul C. Basole & Jagannath Putrevu, "On Leadership, Alliance Formation, and Enterprise Transformation", Journal of Enterprise Transformation, Vol 4, n°1, January, pp28-50
  • Gerhard Blickle, Christian Ewen, Andreas Wihler, Rachel E. Frieder, Robert Hogan & Gerald R. Ferris, "Leader Advancement Motive, Political Skill, Leader Behavior, and Effectiveness: A Moderated Mediation Extension of Socioanalytic Theory", Human Performance, Vol 27, n°5, October, pp373-392
  • J. E. Dinh, R. G. Lord, W. L. Gardner, J. D. Meuser, R. C. Liden, J. Hu, "Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives", The Leadership Quarterly, 25(1), pp36-62
  • Olivier Doucet, Marie-Claude Gaudet, Michel Tremblay, "Exploring the black box of the contingent reward leadership–performance relationship: The role of perceived justice and emotional exhaustion", European Journal of Work and Organizational Psychology, Vol 23, n°6, November, pp897-914
  • G. R. Hickman, G. J. Sorenson, "The power of invisible leadership: How a compelling common purpose inspires exceptional leadership", Thousand Oaks, CA: Sage
  • C. S. Howard, Justin A. Irving, "The impact of obstacles defined by developmental antecedents on resilience in leadership formation", Management Research Review, 37(5), pp466-478
  • Stephen Jull, Sue Swaffield & John MacBeath, "Changing perceptions is one thing…: barriers to transforming leadership and learning in Ghanaian basic schools", School Leadership & Management, Vol 34, n°1, January, pp69-84

2015

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

2016

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

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