Operationalizing charismatic leadership using a levels-of-analysis framework

[1]  Alan J. Dubinsky,et al.  Salesperson Performance and Managerially Controllable Factors: An Investigation of Individual and Work Group Effects , 1990 .

[2]  Robert G. Lord,et al.  Alternative Information-Processing Models and Their Implications for Theory, Research, and Practice , 1990 .

[3]  Peter J. Frost,et al.  A laboratory study of charismatic leadership. , 1989 .

[4]  F. Yammarino,et al.  Time Spent Communicating: A Multiple Levels of Analysis Approach , 1988 .

[5]  Steven E. Markham,et al.  Pay-for-performance dilemma revisited: Empirical example of the importance of group effects. , 1988 .

[6]  Walter O. Einstein,et al.  Transformational Leadership in a Management Game Simulation , 1988 .

[7]  B. Bass Evolving perspectives on charismatic leadership. , 1988 .

[8]  J. Bryson,et al.  Charismatic leadership: A phenomenological and structural approach. , 1988 .

[9]  B. Avolio,et al.  Developing transformational leaders: A life span approach. , 1988 .

[10]  B. Bass,et al.  Transformational leadership, charisma, and beyond. , 1988 .

[11]  B. Bass,et al.  Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership. , 1988 .

[12]  R. N. Kanungo,et al.  Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings , 1987 .

[13]  P. Lewis,et al.  Transactional and Transformational Leadership: A Constructive/Developmental Analysis , 1987 .

[14]  David A. Waldman,et al.  Leadership and outcomes of performance appraisal processes , 1987 .

[15]  Francis J. Yammarino,et al.  Theory testing in organizational behavior : the varient approach , 1987 .

[16]  Bruce J. Avolio,et al.  Biography and the Assessment of Transformational Leadership at the World-Class Level , 1987 .

[17]  R. Liden,et al.  Leader-Member Exchange Model of Leadership: A Critique and Further Development , 1986 .

[18]  Harrison M. Trice,et al.  Charisma and its routinization in two social movement organizations. , 1986 .

[19]  B. Bass LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS , 1985 .

[20]  G. Graen,et al.  The dual attachment concept: A longitudinal investigation of the combination of task characteristics and leader—member exchange☆ , 1984 .

[21]  G. Graen,et al.  The effects of leader–member exchange and job design on productivity and satisfaction: Testing a dual attachment model. , 1982 .

[22]  Robert G. Lord,et al.  The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior , 1978 .

[23]  R. Lord,et al.  Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires , 1977 .

[24]  D Eden,et al.  Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales. , 1975, The Journal of applied psychology.

[25]  William J. Haga,et al.  A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process , 1975 .

[26]  S. Kerr,et al.  CONSIDERATION, INITIATING STRUCTURE, AND ORGANIZATIONAL CRITERIA—AN UPDATE OF KORMAN'S 1966 REVIEW , 1974 .

[27]  Steven Kerr,et al.  Toward a Contingency Theory of Leadership Based upon the Consideration and Initiating Structure Literature , 1974 .

[28]  Wayne F. Cascio,et al.  Magnitude estimations of expressions of frequency and amount. , 1974 .

[29]  K. Weick The social psychology of organizing , 1969 .

[30]  W. Bennis,et al.  The Social Psychology of Organizations , 1966 .

[31]  M. Weber,et al.  The Sociology of Religion , 1965 .