Military leadership: A context specific review $

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How researchers see this paper

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Unit-Level OCB and Unit Effectiveness: Examining the Incremental Effect of Helping Behavior (2006, background): “…this study, we focus on broad perceptions of leader effectiveness, which encompass elements of both mission execution and maintenance of morale that Wong, Bliese, and McGurk (2003) described as being critical for military leadership, and which Chen and Bliese (2002) found to be related to soldier…”
Performance Adaptation (2014, background): “…predicts outcomes across a variety of contexts, including business settings (fugate, Kinicki, & Ashforth, 2004; georgsdottir & getz, 2004), Chinese culture (Wang et al., 2011), leadership positions (Wong et al., 2003), and military environments (Pulakos et al., 2002; Tucker et al., 2010).”
Leader—Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance (2009, background): “It is common for decision making, particularly at this organizational level, to occur in a high-stress context (see Wong et al., 2003).”
Leadership consensus as a cross-level contextual moderator of the emotional exhaustion–work commitment relationship☆ (2007, background): “It has been recently suggested, however, that in comparisonto their less flexible counterparts, leaders who are able to employ a full range of leadership styles – prior to, during, and following stressful events – are likely to be moreeffectiveinachievingworkplacegoals(Bass,Avolio,Jung,B Wong,Bliese”