Albert, L., Reynolds, S., & Turan, B. (2015). Turning inward or focusing out? Navigating theories of interpersonal and ethical cognitions to understand ethical decision-making. Journal of Business Ethics, 130(2), 467–484.
Dwyer, P. C., Bono, J. E., Snyder, M., Nov, O., & Berson, Y. (2013). Sources of volunteer motivation: Transformational leadership and personal motives influence volunteer outcomes. Nonprofit Management & Leadership, 24(2), 181–205.
Effelsberg, D., Solga, M., & Gurt, J. (2014). Getting followers to transcend their self-interest for the benefit of their company: Testing a core assumption of transformational leadership theory. Journal of Business & Psychology, 29(1), 131–143.
Jenkins, S., & Delbridge, R. (2013). Context matters: Examining “soft” and “hard” approaches to employee engagement in two workplaces. International Journal of Human Resource Management, 24(14), 2670–2691.
Latham, J. R. (2013). A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators, and strategic leadership systems. Quality Management Journal, 20(2), 12–33.
Moldovan, O., & Macarie, F. C. (2014). How to change the informal side? A comparative analysis of organizational culture transformation models. Managerial Challenges of the Contemporary Society, 7(2), 40–45.
Nel, J. A. (2014). South African psychology can and should provide leadership in advancing understanding of sexual and gender diversity on the African continent. South African Journal of Psychology, 44(2), 145–148.
Saxena, S. (2014). Are transformational leaders creative and creative leaders transformational? An attempted synthesis through the Big Five Factor Model of personality lens. Aweshkar Research Journal, 18(2), 30–51.
Schriesheim, C. A., Podsakoff, P. M., & Hinkin, T. R. (1991). Can ipsative and single-item measures produce erroneous results in field studies of French and Raven's (1959) five bases of power? An empirical investigation. Journal of Applied Psychology, 76(1), 106–114.
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