Leadership predictors of innovation and task performance: Subordinates' self‐esteem and self‐presentation as moderators

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LEADERSHIP AND INNOVATION IN ORGANIZATIONS: A SYSTEMATIC REVIEW OF FACTORS THAT MEDIATE OR MODERATE THE RELATIONSHIP (2012, background): “Rank et al. (2009) confirmed their hypothesis that self-presentation moderates the relationship between transformational leadership and individual innovativeness.”
Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction (2014, background): “Longitudinal research on larger samples involving a higher number of supervisors would certainly be useful to establish causality and depict patterns of leadership–subordinate interactions over time (Rank et al., 2009).”
CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age (2012, methodology): “…control variables (coverage 2 This data analytic approach (i.e., separate moderated regression analyses) was used to minimize possible bias from predictor multicollinearity on parameter estimates (e.g., see Rank et al. 2009 for similar data analytic procedure). by EEO/AA legislation and firm size).”