The links are for required readings found in the Walden databases ONLY. For all other readings, see your course resources.
Please enter your myWalden user name and password at the prompt.
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.
