How leadership matters: The effects of leaders' alignment on strategy implementation

[1]  Michael D. Mumford,et al.  The typical leadership study: Assumptions, implications, and potential remedies , 2007 .

[2]  J. Ivery,et al.  Organizational Ecology , 2007 .

[3]  J. G. Hunt,et al.  Academic amnesia and vestigial assumptions of our forefathers. , 2006 .

[4]  M. Dasborough,et al.  Cognitive asymmetry in employee emotional reactions to leadership behaviors , 2006 .

[5]  Amy C. Edmondson,et al.  When values backfire: Leadership, attribution, and disenchantment in a values-driven organization , 2006 .

[6]  David De Cremer,et al.  The Leadership Quarterly , 2005 .

[7]  Sydney Finkelstein,et al.  Executive Job Demands: New Insights for Explaining Strategic Decisions and Leader Behaviors , 2005 .

[8]  Robert Hogan,et al.  What we know about Leadership , 2005 .

[9]  D. Hofmann,et al.  Leadership, collective personality, and performance. , 2005, The Journal of applied psychology.

[10]  J. Phills.  Leadership matters—or does it , 2005 .

[11]  Ronald F. Piccolo,et al.  Transformational and transactional leadership: a meta-analytic test of their relative validity. , 2004, The Journal of applied psychology.

[12]  Bruce J. Avolio,et al.  Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm. , 2004 .

[13]  Robin Martin,et al.  Implicit leadership theories in applied settings: factor structure, generalizability, and stability over time. , 2004, The Journal of applied psychology.

[14]  M. Maccoby.  Searching for a Corporate Savior: The Irrational Quest for Charismatic CEOs , 2004 .

[15]  Ronald F. Piccolo,et al.  The forgotten ones? The validity of consideration and initiating structure in leadership research. , 2004, The Journal of applied psychology.

[16]  Mats Alvesson,et al.  Managers Doing Leadership: The Extra-Ordinarization of the Mundane , 2003 .

[17]  Antoinette Schoar,et al.  Managing with Style: The Effect of Managers on Firm Policies , 2003 .

[18]  B. Bass,et al.  Predicting unit performance by assessing transformational and transactional leadership. , 2003, The Journal of applied psychology.

[19]  Scott Tonidandel,et al.  Taking account of time: the application of event history analysis to leadership research , 2003 .

[20]  Lawrence R. Jauch,et al.  Toward a contextual theory of leadership , 2002 .

[21]  Megan W. Gerhardt,et al.  Personality and leadership: a qualitative and quantitative review. , 2002, The Journal of applied psychology.

[22]  Joseph Soeters,et al.  Leadership effects on organizational climate and financial performance: Local leadership effect in chain organizations , 2002 .

[23]  Jay W. Lorsch,et al.  Aligning the Stars: How to Succeed When Professionals Drive Results , 2002 .

[24]  Noam Wasserman,et al.  When Does Leadership Matter? The Contingent Opportunities View of CEO Leadership , 2001 .

[25]  M. M. Chemers,et al.  Leadership research and theory: A functional integration. , 2000 .

[26]  Alexandre B. Lopes,et al.  The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action , 1999 .

[27]  David J. Miller,et al.  People matter: commitment to employees, strategy and performance in Korean firms , 1999 .

[28]  F. Yammarino,et al.  Ceo Charismatic Leadership: Levels-of-Management and Levels-of-Analysis Effects , 1999 .

[29]  Albert A. Cannella,et al.  Contrasting Perspectives on Strategic Leaders: Toward a More Realistic View of Top Managers , 1997 .

[30]  R. J. House,et al.  The Social Scientific Study of Leadership: Quo Vadis? , 1997 .

[31]  K. Klein,et al.  Levels Issues in Theory Development, Data Collection, and Analysis , 1994 .

[32]  Chao-chuan Chen,et al.  The Construction of Leadership Images in the Popular Press: The Case of Donald Burr and People Express. , 1991 .

[33]  Anisya S. Thomas,et al.  THE PERFORMANCE IMPACT OF STRATEGY - MANAGER COALIGNMENT: AN EMPIRICAL EXAMINATION , 1991 .

[34]  John M. Jermier.  Leadership: A new synthesis , 1991 .

[35]  Murray R. Barrick,et al.  Assessing the utility of executive leadership , 1991 .

[36]  S. Floyd,et al.  The strategy process, middle management involvement, and organizational performance , 1990 .

[37]  A. Thomas.  Does leadership make a difference to organizational performance , 1988 .

[38]  Gregory G. Dess.  Consensus on strategy formulation and organizational performance: Competitors in a fragmented industry , 1987 .

[39]  Sanford B. Ehrlich,et al.  The Romance of Leadership and The Evaluation of Organizational Performance , 1987 .

[40]  I. MacMillan,et al.  Strategy implementation versus middle management self-interest , 1986 .

[41]  M. Hannan,et al.  Structural Inertia and Organizational Change , 1984 .

[42]  L. James,et al.  Estimating within-group interrater reliability with and without response bias. , 1984 .

[43]  Charles C. Snow,et al.  Top-Management Agreement and Organizational Performance , 1982 .

[44]  Abraham B. Shani,et al.  Pygmalion goes to boot camp: Expectancy, leadership, and trainee performance. , 1982 .

[45]  Nancy Weiner,et al.  A Model of Corporate Performance as a Function of Environmental, Organizational, and Leadership Influences , 1981 .

[46]  S. Lieberson,et al.  Leadership and organizational performance: a study of large corporations. , 1972, American sociological review.

[47]  R. Stagner.  Corporate decision making: An empirical study. , 1969 .

[48]  J. Gill.  Hierarchical Linear Models , 2005 .

[49]  J. Barney,et al.  CAPABILITIES, BUSINESS PROCESSES, AND COMPETITIVE ADVANTAGE: CHOOSING THE DEPENDENT VARIABLE IN EMPIRICAL TESTS OF THE RESOURCE-BASED VIEW , 2004 .

[50]  Joel Podolny,et al.  Revisiting the Meaning of Leadership , 2004 .

[51]  Ruth Wageman,et al.  WHEN AND HOW TEAM LEADERS MATTER , 2004 .

[52]  J Hogan,et al.  What we know about leadership. Effectiveness and personality. , 1994, The American psychologist.

[53]  B. Bass.  Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications, 3rd ed. , 1990 .

[54]  Robert G. Lord,et al.  An information processing approach to social perceptions, leadership and behavioral measurement in organizations. , 1985 .

[55]  Robert A. Burgelman.  A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy , 1983 .

[56]  J. Pfeffer.  Management as symbolic action: the creation and maintenance of organizational paradigms , 1981 .

[57]  Jeffrey Pfeffer,et al.  The Ambiguity of Leadership , 1977 .