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Leadership : Bibliographie

De Wikiberal

Leadership : Bibliographie

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
    • R. Sakai, "Feudal Society and Modern Leadership in Satsuma-han", The Journal of Asian Studies, Vol 16, n°3, pp365-376
    • 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
    • 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
    • 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
    • Michael Miller Orr, Thomas O'Rourke, Shirley H. Wattenberg, "Comparison of opinions of social work administration and hospital adminisrators toward leadership tasks", MPH Social Work in Health Care, Vol 2, n°3, May, pp285-293
    • 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
      • 4ème édition en 1998, Upper Saddle River, 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


  • 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
    • Jai B. P. Sinha, "A Model of Effective Leadership Style in India", International Studies ofManagement and Organization, Vol 14, pp86-98
    • 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
  • 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

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

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
  • A. Cann, W. D. Siegfried, "Gender stereotypes and dimensions of effective leader behavior", Sex Roles, 32(7–8), pp413–419
  • 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

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
  • Martin M. Chemers, dir., Leadership theory and research: perspectives and directions, Academic Press, ISBN 0121706095, ISBN 9780121706098
  • 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
  • John William Gardner, "On Leadership", Free Press, ISBN 0029113121, ISBN 9780029113127
  • 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: effectiveness and personality", American Psychologist, Vol 49, n°6, 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

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
  • J. Crawford, P. Lok, "The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development", Leadership Organization Development Journal, 20(7), pp365-374
  • 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

De 2005 à 2009

Depuis 2010

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. L. Collinson, "Critical leadership studies", In A. Bryman, D. Collinson, K. Grint, B. Jackson, Mary Uhl-Bien, dir., "The SAGE handbook of leadership", London, England: SAGE, pp181-194
  • 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
  • Al Fraher, "Thinking through Crisis: Improving Teamwork and Leadership in High-Risk Fields", New York: Cambridge University Press
  • 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
  • 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
  • T. Maak, N. M. Pless, "Responsible leadership: Pathways to the future", Journal of Business Ethics, Vol 98, pp3–13
  • 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
  • M. Walton, "Leadership behavior-in-context: An antidote to leadership hype", Industrial and Commercial Training, Vol 43, pp415–421

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
  • Daniel Houser, David M. Levy, Kail Padgitt, Sandra J. Peart, Erte Xiao, "Raising the price of talk: An experimental analysis of transparent leadership", Journal of Economic Behavior & Organization, vol 105(C), pp208-218
  • F. de Fruyt, M. Redeker, R. E. de Vries, D. Rouckhout, P. Vermeren, "Integrating leadership: The leadership circumplex", European Journal of Work and Organizational Psychology, 23(3), pp435-455
  • 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
  • P. Salovaara, "Video: Leadership in spaces and places", Organizational Aesthetics, 3(1), pp79-

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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