The links are for required readings found in the Walden databases ONLY. For all other readings, see your course resources.
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Agho, A. O. (2009). Perspectives of senior-level executives on effective followership and leadership. Journal of Leadership & Organizational Studies, 16(2), 159–166.
Ayman, R., & Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157–170.
Ayman, R., Korabik, K., & Morris, S. (2009). Is transformational leadership always perceived as effective? Male subordinates’ devaluation of female transformational leaders. Journal of Applied Social Psychology, 39(4), 852–879.
Azman, I., Mohamad, M. H., Rafiuddin, N. M., & Zhen, K. W. P. (2010). Transformational and transactional leadership styles as a predictor of individual outcomes. Theoretical and Applied Economics, 17(6), 89–104.
Balthazard, P. A., Waldman, D. A., & Warren, J. E. (2009). Predictors of the emergence of transformational leadership in virtual decision teams. Leadership Quarterly, 20(5), 651–663.
Burgoyne, J., & James, K. T. (2006). Towards best or better practice in corporate leadership development: Operational issues in mode 2 and design science research. British Journal of Management, 17(4), 303–316.
Cole, M. S., Bruch, H., & Shamir, B. (2009). Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer. Human Relations, 62(11), 1697–1733.
Dixon, M. L., & Hart, L. K. (2010). The impact of Path-Goal leadership styles on work group effectiveness and turnover intention. Journal of Managerial Issues, 22(1), 52–69.
Eagly, A. H., & Chin, J. L. (2010). Diversity and leadership in a changing world. American Psychologist, 65(3), 216–224.
Gilpin-Jackson, Y., & Bushe, G. R. (2007). Leadership development training transfer: A case study of post-training determinants. Journal of Management Development, 26(10), 980–1004.
Hayes, J. (2007). Evaluating a leadership development program. Organization Development Journal, 25(4), 89–94
Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know about leadership: Effectiveness and personality. American Psychologist, 49(6), 493–504.
Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85(5), 751–765.
Kahn, W. A., & Kram, K. E. (1994). Authority at work: Internal models and their organizational consequences. Academy of Management Review, 19(1), 17–50.
Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), 85–96.
Kozlowski, S. W. J., & Doherty, M. J. (1989). Integration of climate and leadership: Examination of a neglected issue. Journal of Applied Psychology, 74(4), 546–553.
Lam, W., Huang, X., & Snape, E. (2007). Feedback-seeking behavior and leader-member exchange: Do supervisor-attributed motives matter? Academy of Management Journal, 50(2), 348–363.
Leana, C. R. (1987). Power relinquishment versus power sharing: Theoretical clarification and empirical comparison of delegation and participation. Journal of Applied Psychology, 72(2), 228–233.
Maner, J. K., & Mead, N. L. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. Journal of Personality and Social Psychology, 99(3), 482–497.
Martinko, M. J., Harvey, P., & Douglas, S. C. (2007). The role, function, and contribution of attribution theory to leadership: A review. Leadership Quarterly, 18(6), 561–585
McAlearney, A. S. (2006). Leadership development in healthcare: A qualitative study. Journal of Organizational Behavior, 27(7), 967–982.
Mumford, M. D., Friedrich, T. L., Caughron, J. J., & Byrne, C. L. (2007). Leader cognition in real-world settings: How do leaders think about crises? Leadership Quarterly, 18(6), 515–543
Podsakoff, P., & Schriesheim, C. (1985). Field studies of French and Raven's bases of power: Critique, reanalysis, and suggestions for future research. Psychological Bulletin, 97(3), 387–411.
Robinson, S. K., & Kerr, R. (2009). The symbolic violence of leadership: A critical hermeneutic study of leadership and succession in a British organization in the post-Soviet context. Human Relations, 62(6), 875-903.
Sansone, C., & Schreiber-Abshire, W. (2006). A rare and valued asset: Developing leaders for research, scientific, technology, and engineering organizations. Organization Development Journal, 24(3), 33–43.
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. Not in Walden Library
Schriesheim, C., & Kerr, S. (1974). Psychometric properties of the Ohio State leadership scales. Psychological Bulletin, 81(11), 756–765.
Strang, S. E., & Kuhnert, K.W. (2009). Personality and leadership developmental levels as predictors of leader performance. Leadership Quarterly, 20(3), 421–433.
Tangirala, S., Green, S. G., & Ramanujam, R. (2007). In the shadow of the boss’s boss: Effects of supervisors’ upward exchange relationships on employees. Journal of Applied Psychology, 92(2), 309–320.
Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American Psychologist, 62(1), 17–24.
Whittington, J. L., Coker, R. H., Goodwin, V. L., Ickes, W., & Murray, B. (2009). Transactional leadership revisited: Self–other agreement and its consequences. Journal of Applied Social Psychology, 39(8), 1860–1886.
Wilson, K. S., Sin, H., & Conlon, D. E. (2010). What about the leader in leader-member exchange? The impact of resource exchanges and substitutability on the leader. Academy of Management Review, 35(5), 358–372.
Wu, J. B., Tsui, A. S., & Kinicki, A. J. (2010). Consequences of differentiated leadership in groups. Academy of Management Journal, 53(1), 90–106.
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128.