Vous pouvez contribuer simplement à Wikibéral. Pour cela, demander un compte à admin@liberaux.org. N'hésitez pas!



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
    • 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
    • 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
  • 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

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

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.
  • 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

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

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

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

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
  • Micha Popper, "Hypnotic leadership: leaders, followers, and the loss of self", Greenwood Publishing Group, ISBN 0275971384, ISBN 9780275971380
  • D. A. Romig, "Side by side leadership", Marietta, GA: Bard Press
  • C. Rusaw, "Leading public organizations", Harcourt, New York
  • Michael Useem, "Leading Up: How to Lead Your Boss so You Both Win", New York: Crown Business
  • Karl 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

De 2005 à 2009

2009

  • T. D. Allen, N. E. Nelson, J. Rank, 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. Antonakis, R. C. Liden, "Considering context in psychological leadership research", Human Relations, Vol 62, pp1587-1604
  • 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
  • M. J. Benson, R. Hogan, "Personality, leadership, and globalization: linking personality to global organizational effectiveness”, Advances in Global Leadership, Vol 5, pp11-34
  • 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)
  • Lin Crase, Brian Dollery, Joe Wallis, "Political Economy and Organizational Leadership: A Hope-based Theory", Review of Political Economy, Vol 21, n°1, January, pp123-143
  • A. L. Cunliffe, "The philosopher leader: On relationalism, ethics and reflexivity — A critical perspective to teaching leadership", Management Learning, Vol 40, pp87-101
  • 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
  • L. Fry, M. Kriger, "Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership", Human Relations, Vol 62, pp1667-1696
  • 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
  • Michael D. Mumford, "Leadership 101", Springer Publishing Company, ISBN 0826111343, ISBN 9780826111340
  • Silke Scheer, The Entrepreneur As Business Leader: Cognitive Leadership In The Firm, Edward Elgar Publishing
  • S. Scott, "Fierce leadership", London: Piatkus
  • Gary Yukl, "Leadership in Organizations", Upper Saddle River, NJ: Prentice Hall

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

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
  • J. Antonakis, D. V. Day, B. Schyns, "Leadership and individual differences: At the cusp of a renaissance", Leadership Quarterly, Vol 23, pp643–650
  • 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
  • G. E. Reed, "Leading questions: Leadership, ethics, and administrative evil", Leadership, Vol 8, pp187–198
  • 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

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
  • 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

Liens internes