Relevant bibliographies by topics / Leaders

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Leaders'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 July 2025

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Journal articles on the topic "Leaders"

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Xu, Liguo, Dalong Pang, Jing Ge, and Youmin Xi. "Understanding the categories of leader traits in socialization: the case of Haier group’s CEO in China." Nankai Business Review International 8, no. 3 (2017): 344–66. http://dx.doi.org/10.1108/nbri-11-2016-0039.

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Purpose The purpose of this study is to explore the categories of leader traits, their generation and their relationships in leaders’ socialization. Design/methodology/approach The authors take the case study method, which is the most suitable method to answer research questions on why and how to fulfill the study purpose on the basis of the case of Ruimin Zhang. Findings Leader traits are classified into four categories with respect to socialization, namely, root trait, driving trait, thinking trait and affair trait. The root trait and the driving trait form from the leader’s insight with the
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Mao, Jih-Yu, Jack Ting-Ju Chiang, Ye Zhang, and Ming Gao. "Humor as a Relationship Lubricant: The Implications of Leader Humor on Transformational Leadership Perceptions and Team Performance." Journal of Leadership & Organizational Studies 24, no. 4 (2017): 494–506. http://dx.doi.org/10.1177/1548051817707518.

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In this article, drawing on leader categorization theory, we examined the influencing processes of team leaders’ humor on their teams’ performance. Using a time-lagged study, including 244 leaders and 815 followers in a manufacturing firm in Northern China, we found that leaders’ humor is positively related to subordinates’ perceptions of transformational leadership, which in turn, has a positive effect on the team’s performance. In addition, we found that the relationship conflict between a team leader and his or her team members moderates the positive, indirect effect of leader humor on team
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Gruda, Dritjon, Adegboyega Ojo, and Alexandros Psychogios. "Don’t you tweet me badly: Anxiety contagion between leaders and followers in computer-mediated communication during COVID-19." PLOS ONE 17, no. 3 (2022): e0264444. http://dx.doi.org/10.1371/journal.pone.0264444.

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Do organizational leaders’ tweets influence their employees’ anxiety? And if so, have employees become more susceptible to their leader’s social media communications during the COVID-19 pandemic? Based on emotional contagion and using machine learning algorithms to track anxiety and personality traits of 197 leaders and 958 followers across 79 organizations over 316 days, we find that during the pandemic leaders’ tweets do influence follower state anxiety. In addition, followers of trait anxious leaders seem somewhat protected by sudden spikes in leader state anxiety, while followers of less t
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Frugé, Kimberly R. "Repressive agent defections: How power, costs, and uncertainty influence military behavior and state repression." Conflict Management and Peace Science 36, no. 6 (2019): 591–607. http://dx.doi.org/10.1177/0738894219881433.

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Leaders are incentivized to repress in the face of mobilized dissent. However, leaders are unable to repress alone and rely on repressive agents, who can shirk the order and weaken the leader’s control. I use a formal model to analyze when the leader can use repression strategically to avoid defection, based on leader type. Each type has incentives to repress to distort the leader’s risk of removal and thus deter defection. Power, cost, and uncertainty are important in both the leader’s and the agent’s decision to repress. Testable hypotheses reveal how executive power and punishment influence
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Spain, Everett, Joel Cartwright, Kate Conkey, and Lolita Burrell. "The Leader Rating Gap: How Leaders Rate Their Subordinate Leaders." Journal of Character and Leadership Development 11, no. 3 (2024): 1–14. https://doi.org/10.58315/jcld.v11.314.

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This study investigates a paradox in leadership assessment, which we term the Leader Rating Gap (LRG). Through content analysis of interviews with 25 West Point cadets and tactical officers, we found that raters primarily cited influence behaviors when describing great leadership in general. However, when evaluating their own subordinate leaders’ job performance, raters emphasized individual performance behaviors over influence behaviors. These findings have implications for leadership development and assessment practices in military and civilian organizations, highlighting the need for organi
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Cooper, David J., John R. Hamman, and Roberto A. Weber. "Fool Me Once: An Experiment on Credibility and Leadership." Economic Journal 130, no. 631 (2020): 2105–33. http://dx.doi.org/10.1093/ej/ueaa059.

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Abstract We investigate ‘social credibility’, a leader’s ability to convince followers that conditions are favourable and that others will follow the leader's advice. To do so, we study an experimental joint venture with three key properties: returns are uncertain, investments are complements, and investment is often more beneficial for the leader than the followers. The leader has private information about investment returns and can facilitate coordination through cheap-talk recommendations. We find that leaders manage social credibility by forgoing potentially profitable advice to invest, in
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Kiladze, Natia. "Leadership Style in Managing the Organization." Works of Georgian Technical University, no. 2(532) (June 10, 2024): 94–100. http://dx.doi.org/10.36073/1512-0996-2024-2-94-100.

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The leader has an important role in managing the organization. Since a strong leader forms the cornerstone of a cohesive and effective team, it is critical to analyze the leader's role in the organization's performance. It is a good leader’s job to determine the right strategy and to take successful steps together with the team. The progress of the organization is very often related to the role of the leader, his management style, however, it is clear that behind the one there is always a team that flashes out the visions of the leader and reflects all this in the achieved results. It is fasci
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Licht, Amanda A. "Introducing Regular Turnover Details, 1960–2015: A dataset on world leaders’ legal removal from office." Journal of Peace Research 59, no. 2 (2021): 277–85. http://dx.doi.org/10.1177/00223433211045854.

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The premier data on leader survival focus on the violent, dramatic means by which leaders ‘exit’ office. This information, vital for many research questions, constitutes a valuable public good for the community. Yet, it provides an incomplete picture of the political rise and fall of world leaders. The burgeoning study of leaders using survival analysis requires a fine-grained understanding of not just when, but why and how leaders lose power. We cannot, for example, conclude that a leader’s exit implies a successful application of international pressure if her removal stems from pre-set const
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Jawahar, I. M., Thomas H. Stone, and Don Kluemper. "When and why leaders trust followers." Career Development International 24, no. 7 (2019): 702–16. http://dx.doi.org/10.1108/cdi-03-2019-0078.

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Purpose Followers’ perceptions of leader trustworthiness affect their trust in the leader (Colquitt et al., 2007). However, because positive benefits of trust generally accrue when trust is reciprocated, examining when and why followers’ perceptions of leader trustworthiness elicit leader’s trust in followers may provide heuristic and practical value. Therefore, the purpose of this paper is to examine if followers’ perceptions of leader trustworthiness elicit leaders’ trust in followers, casting follower’s perceptions of leader–member exchange (LMX) quality as a mediator and their perceptions
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MacMillan, Karen, Charlice Hurst, Ken Kelley, Jane Howell, and Youngsuhk Jung. "Who says there’s a problem? Preferences on the sending and receiving of prohibitive voice." Human Relations 73, no. 8 (2019): 1049–76. http://dx.doi.org/10.1177/0018726719850282.

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Which employees are likely to warn leaders about threats to the workplace? When employees do speak up, will these messages gain the leader’s interest? In this article, we rely on theories of power to predict how employee characteristics (work prevention regulatory focus, closeness to the leader (leader-member exchange) and rank) influence whether employees send messages about threats (prohibitive voice). We also explore whether employee characteristics (closeness to the leader and rank) affect leaders’ attention to threat messages. In a two-wave field study with 55 leaders and 214 employees, w
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Dissertations / Theses on the topic "Leaders"

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Shah, Yashna Jitendra. "Perceptions of Leaders: The Role of Leader Prototypes and Intervention to Improve Judgments of Female Leaders." Diss., Virginia Tech, 2017. http://hdl.handle.net/10919/86616.

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Leader prototypes are our expectations for attributes a leader should possess, and these prototypes guide our perceptions and judgments of others with regard to leadership. This dissertation uses a connectionist perspective of leadership to investigate differences in perceptions and judgments of male and female leaders, and provides the first empirical test of Hogue and Lord's (2007) model for gender bias in leadership. In Study 1, leader prototypes are investigated as the mediating process through which perceptions of male and female leaders differ. Furthermore, leader and perceiver gender
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Skeat, Lizbeth Cara. "Cognitive Development in Student Leaders and Non-leaders." Thesis, Virginia Tech, 2000. http://hdl.handle.net/10919/32555.

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This study examined cognitive development in student leaders and non-leaders. Participants included 60 students (30 student leaders and 30 non-leaders). Each group contained equal numbers of males and females. The Measure of Epistemological Reflection (MER) (Baxter Magolda & Porterfield, 1985) was administered to participants to measure certain indicators of cognitive development. Cognitive development refers to the increase in cognitive complexity that may occur in students during their college years and includes students' ways of making meaning from what they learn. Students' ways of makin
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Bruch, Heike. "Leaders' action /." St. Gallen, 2001. http://aleph.unisg.ch/hsgscan/hm00132093.pdf.

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Godoy, José Daniel Gil. "Leader succession: the impact of leaders’ background characteristics on organizations’ performance." Master's thesis, NSBE - UNL, 2010. http://hdl.handle.net/10362/10294.

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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics<br>The present study aims to reconcile contradictory results of previous studies regarding the impact of the new leader’s origin and levels of general and functional experience on the firm’s performance after the leader succession event. We analyze 52 succession events drawn from longitudinal public records of professional Portuguese football clubs from seasons 2004-2005 to 2008-2009. Results suggest that outsider leaders have a positive eff
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Sampson, Susan Jane. "Influence tactics and leader effectiveness : how effective, contemporary leaders influence subordinates." Thesis, Queensland University of Technology, 2012. https://eprints.qut.edu.au/52770/1/Susan_Sampson_Thesis.pdf.

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Defining the difference between successful and mediocre leaders is a quest that has attracted many renowned scholars, drawing vast amounts of research effort. Yet while there are excellent theoretical explanations of what leaders should do: exhibit transformational behaviours, demonstrate authenticity, build productive relationships with followers and so on; there is still a scarcity of empirically-based research advising practicing leaders how to do these things. This study seeks to provide guidance about the fine-grained processes that effective leaders use on a daily basis to undertake the
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Spratt, Jason Thomas. "The Leader Factor: Patterns of Alcohol Use, Negative Consequences, and Alcohol-Related Beliefs for Leaders and Non-leaders of Student Organizations." Thesis, Virginia Tech, 2000. http://hdl.handle.net/10919/32557.

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The purpose of this study was to explore the relationship between student leadership and alcohol use. Previous literature had examined alcohol use of leaders and non-leaders in high-use organizations â Greeks and athletes. This study extends that literature by focusing on leaders and non-leaders in low-use organizations, and by examining students with multiple leadership roles. The research used existing data from the Core Alcohol and Drug Survey. A random sample of 2,000 respondents was obtained from the Core Institute at Southern Illinois University â Carbondale. Respondents were leaders
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Cundiff, Nicole L. "FOLLOWERS' REACTIONS TO FEMALE LEADERS: LEADER'S ORIENTATIONS, PROTOTYPICAL CATEGORIZATIONS, AND ORGANIZATIONAL CULTURE." OpenSIUC, 2010. https://opensiuc.lib.siu.edu/dissertations/128.

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Followers' perceptions of female leaders tend to be different from male leaders. For instance, the prototypes that correspond to female leaders tend to be more communal and transformational, whereas male leaders are associated with agentic and dominant leadership prototypes. Female leaders can be perceived with bias due to conflicts between the communal role expected of women and the agentic role traditionally expected of leaders. Additionally, collectivist or individualist nature of leaders' orientation, as well as organizational culture has the possibility of affecting followers' perceptions
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Myrkrans, Nathalie. "Female Leaders : How networks influence women aspiring to become leaders." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12510.

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According to Ibeh et al (2008) organizations with women in top management positions tend to excel financially, but if we look at recent statistics women are strongly underrepresented in those positions. In Sweden, 5 of the 291 stock market companies have a female CEO (www.skane.se, 2011). I started to wonder how this could still be a problem, when we are an equal society in many other ways. I found in my first search for literature that female networks were not as researched about as male networks which made this area both difficult to find other research in but even more important to conduct.
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Babb, Katie A. "Cultural Competency of District Leaders: The Influence on Campus Leaders." Thesis, University of North Texas, 2020. https://digital.library.unt.edu/ark:/67531/metadc1707256/.

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The purpose of this qualitative study was to determine the cultural competence of district leaders and their potential resulting influence on campus leaders in the face of a rapidly changing educational and community landscape. A secondary purpose was to ascertain district and school leaders' placement on the cultural proficiency continuum to gain a greater understanding of (a) the potential effect, if any, that district leaders' level of cultural competency had on the cultural competency of campus leaders, and (b) how the cultural competency level of both district and campus leaders influenc
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Scheusner, Heidi. "Emotional Intelligence Among Leaders and Non-Leaders in Campus Organizations." Thesis, Virginia Tech, 2002. http://hdl.handle.net/10919/32134.

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The present study examined emotional intelligence (EQ) levels among student leaders and members of three types of student organizations: governing, service, and special interest. Emotional intelligence refers to one's ability to recognize emotions in oneself and others and the ability to exhibit appropriate responses to environmental stimuli. Participants included 79 students (half of those were organization leaders and the other half were organization members). An equal number of leaders and members from the three types of organizations were selected. The EQ-i or BarOn Emotional Quotient Inve
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Books on the topic "Leaders"

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Corporate Executive Board. Learning and Development Roundtable. LEADERS WHO DEVELOP LEADERS: Strategies for Effective Senior Leader-Led Development. Corporate Executive Board, 2006.

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Raum, Elizabeth. Leaders. Raintree, 2007.

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M, Nixon Richard. Leaders. Simon & Schuster, 1990.

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1969-, Haugen David M., ed. Leaders. Blackbirch Press, 2004.

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Judith, Evans-Lowndes, and Christian Education Movement, eds. Leaders. Christian Education Movement, 1990.

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Salter, Margaret S. Combat leaders' guide (CLG): Leader handbook, 2003. U.S. Army Research Institute for the Behavioral and Social Sciences, 2003.

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United States. Army Training and Doctrine Command. Training Technology Agency and U.S. Army Research Institute for the Behavioral and Social Sciences. Fort Benning Field Unit, eds. Combat leaders' guide: Platoon leaders, platoon sergeants, and squad leaders. TRADOC Training Technology Agency, 1991.

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Blanchard, Kenneth H. Great leaders grow: Becoming a leader for life. Berrett-Koehler Publishers, 2012.

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Shenkman, Michael H. Leader mentoring: Find, inspire, and cultivate great leaders. Career Press, 2008.

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House, New Federation, ed. Native leaders of Canada. New Federation House, 2008.

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Book chapters on the topic "Leaders"

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Zohar, Danah. "A Leader of Leaders." In Zero Distance. Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-7849-3_12.

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Miller, Patricia. "Addie Kinsinger: Leader Among Leaders." In Educational Media and Technology Yearbook. Springer US, 2009. http://dx.doi.org/10.1007/978-0-387-09675-9_22.

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Salomon, David. "Leaders." In The Advanced TEXbook. Springer New York, 1995. http://dx.doi.org/10.1007/978-1-4612-4256-7_11.

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Masters, Adam B. "Leaders." In Cultural Influences on Public-Private Partnerships in Global Governance. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96782-0_5.

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Sivnarain, Ranesh. "Ethical Leaders." In Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_3399.

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Stewart, Rosemary. "Clinical leaders." In Leading in the NHS. Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24309-9_11.

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Wolf, Erin, and Elizabeth M. Boyd. "Women Leaders." In Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2398.

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Brindley, Samantha, and Melissa McDonald. "Coalition Leaders." In Encyclopedia of Evolutionary Psychological Science. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-16999-6_969-1.

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Lorente, Laura, and Marisa Salanova. "Transformative Leaders." In Encyclopedia of Quality of Life and Well-Being Research. Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-0753-5_3046.

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Wolf, Erin, and Elizabeth M. Boyd. "Women Leaders." In Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2398-1.

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Conference papers on the topic "Leaders"

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Cao, Jinghong, Weixun Li, and Li Zhang. "Leader-Following Discrete Group Consistency for multi-agent systems with Smart Leaders." In 2025 IEEE 14th Data Driven Control and Learning Systems (DDCLS). IEEE, 2025. https://doi.org/10.1109/ddcls66240.2025.11065286.

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Creighton, Oliver, and Matthias Singer. "Who leads our future leaders?" In the first international workshop. ACM Press, 2008. http://dx.doi.org/10.1145/1373307.1373315.

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Harker, T. "Distilling tomorrow's leaders [growing future leaders]." In IET 2nd International Technology and Innovation Conference. IEE, 2006. http://dx.doi.org/10.1049/ic:20060223.

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Mohamed, A. "Developing Future Leaders." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2015. http://dx.doi.org/10.2118/177888-ms.

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Boronat-Navarro, Montserrat, and Alexandra García-Joerger. "Leaders’ ambidexterity traits." In INNODOCT 2019. Universitat Politècnica de València, 2019. http://dx.doi.org/10.4995/inn2019.2019.10118.

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The ability of companies to develop simultaneously innovations that exploit their current knowledge, while exploring new opportunities that go beyond their present knowledge is recognized as organizational ambidexterity and essential in the achievement of sustained performance above the average of the industry. The concept of ambidexterity, includes exploration and exploitation. Exploration requires search, discovery, experimentation, risk-taking and innovation, while exploitation consists of behavioral patterns characterized by refinement, implementation, efficiency, production and selection.
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Денисов, В. В. "ON LEADERS' PSYCHOTHERAPY." In Антология российской психотерапии и психологии. Crossref, 2021. http://dx.doi.org/10.54775/ppl.2021.27.26.031.

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Существует ряд проблем, связанных с психотерапией лидеров как здоровых людей: в традиционной трактовке психотерапии для лидеров не очевидна её необходимость, а проведение терапии без учёта лидерского контекста несёт риск значимых негативных последствий.
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Pearson, Laura, Edel Leydon, Nusayba Mohamedghalib, Dev Soni, and Sarbjit Clare. "16 Tomorrow’s Leaders." In FMLM Conference 2024. BMJ Publishing Group Ltd, 2024. http://dx.doi.org/10.1136/leader-2024-fmlm.16.

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Fardad, Makan, Fu Lin, and Mihailo R. Jovanovic. "Algorithms for leader selection in large dynamical networks: Noise-free leaders." In 2011 50th IEEE Conference on Decision and Control and European Control Conference (CDC-ECC 2011). IEEE, 2011. http://dx.doi.org/10.1109/cdc.2011.6161482.

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Lin, Fu, Makan Fardad, and Mihailo R. Jovanovic. "Algorithms for leader selection in large dynamical networks: Noise-corrupted leaders." In 2011 50th IEEE Conference on Decision and Control and European Control Conference (CDC-ECC 2011). IEEE, 2011. http://dx.doi.org/10.1109/cdc.2011.6161507.

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"Author index." In Leaders in Healthcare 2021. BMJ Publishing Group Ltd, 2021. http://dx.doi.org/10.1136/leader-2021-fmlm.authorindex.

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Reports on the topic "Leaders"

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Salter, Margaret S. Combat Leaders' Guide Updated: The Leader Handbook. Defense Technical Information Center, 1993. http://dx.doi.org/10.21236/ada263479.

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Salter, Margaret S., and James H. Centric. Combat Leaders' Guide (CLG): Leader Handbook 2003. Defense Technical Information Center, 2003. http://dx.doi.org/10.21236/ada419464.

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ARMY RESEARCH INST FIELD UNIT FORT BENNING GA. Combat Leaders' Guide (CLG) Leader Handbook 2003. Defense Technical Information Center, 2004. http://dx.doi.org/10.21236/ada420746.

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Salter, Margaret S., and Michael Martin. Combat Leaders' Guide (CLG): Leader Handbook 1997. Defense Technical Information Center, 1997. http://dx.doi.org/10.21236/ada341343.

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Hedlund, JJennifer, Wendy M. Williams, Jospeh A. Horvath, George B. Forsythe, and Scott Snook. Tacit Knowledge for Military Leaders: Platoon Leader Questionnaire. Defense Technical Information Center, 1999. http://dx.doi.org/10.21236/ada362347.

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Frost, Malcolm B. Evolving Army Leader Training: Adapting for GWOT Experienced Junior Leaders. Defense Technical Information Center, 2009. http://dx.doi.org/10.21236/ada498151.

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Rose, Tessa, and Mitzi Cohn. STEP Leaders Program: Manager vs. Leader Presentation & Notes/Script. Office of Scientific and Technical Information (OSTI), 2023. http://dx.doi.org/10.2172/1960149.

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Easterly, William, and Steven Pennings. Leader Value Added: Assessing the Growth Contribution of Individual National Leaders. National Bureau of Economic Research, 2020. http://dx.doi.org/10.3386/w27153.

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Chakwin, Mark B., Dieter Voelkel, and Scott Enright. Leaders as Targets. Defense Technical Information Center, 2002. http://dx.doi.org/10.21236/ada421631.

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Bergeron, Diane, Kylie Rochford, and Melissa Cooper. Actions Speak Louder Than (Listening to) Words. Center for Creative Leadership, 2023. http://dx.doi.org/10.35613/ccl.2023.2055.

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This Research Insights paper challenges the assumption that ‘good’ listening behaviors are sufficient to make employees feel listened to (which we refer to as felt listening, i.e., the holistic perception of feeling listened to). In Study 1, using 133 qualitative critical incidents, we explored leader behaviors that make employees feel listened to (or not) when they speak up to leaders at work. In Study 2, in an experiment with 187 employees, we examined the role of leader responses to employee voice on employee perceptions of felt listening and how leader responses influence employees’ intent
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