The Bass handbook of leadership : theory, research, and managerial applications

By B. Bass, R. Bass. 2008

1,969 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d57047ba5f48bbb2658ceda163606e18299c8471

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Citations in the corpus

A longitudinal analysis of relationships between adolescent personality and intelligence with adult leader emergence and transformational leadership (2011, background): “Extraversion Intelligence Leadership Fullerton Longitudinal Study There is a long and complex history of research on the relationship between traits and leadership (Bass & Bass, 2008; Zaccaro, 2007).”
Relationships between transformational and active transactional leadership and followers’ organizational identification: The role of psychological empowerment. (2012, background): “Transformational leadership has been shown to add to the effectiveness of transactional leadership on followers' attitudes and performance outcomes, thus demonstrating what is called the " augmentation effect " (cf. Bass, 2008; Yukl, 2010).”
A Longitudinal Study Examining Changes in Students’ Leadership Behavior (2009, background): “…of various leadership development programs and classes, especially over time, would assist greatly in understanding just how leadership is developed (Bass, 1998; Burns, 1978; Connaughton, Lawrence, & Rubin, 2003; Cress et al., 2001; Felser, 2005; Kruger, 2003; Posner, 2004; Russon & Reinelt, 2004).”
Impact of Transactional Leadership and Transformational Leadership on Employee Performance: A Case of FMCG Industry of Pakistan (2018, background): “This leadership approach has four components (Bass & Avolio, 1994). 1) Contingent Reward: According to Odumeru and Ifeanyi (2013), contingent reward can be classified into two types. Contingent positive reinforcement and Contingent negative reinforcement. Contingent positive reinforcement is given w”
A Review of Leadership Theories, Principles and Styles and Their Relevance to Educational Management (2015, background): “Good leadership is developed through a never ending process of self-study, education, training, and the accumulation of relevant experience (Bass & Bass, 2008).”
Applying transformational leadership theory to coaching research in youth sport: A systematic literature review (2016, background): “…that transformational leaders value learning from challenging situations and are thus more likely to have a learning orientation, which focuses on learning from the task, rather than a performance orientation, which emphasises demonstrating competence to gain positive reviews (Bass & Bass, 2008).”
When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance (2013, background): “Leadership refers to the process of influencing others to pursue group goals (Bass, 2008; Hogg, 2001; Stogdill, 1950).”
Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “In linewith these arguments, several studies show that autocratic leadership, through its effects on power centralization in a team, can negatively influence both team climate and performance (see e.g., Bass & Bass, 2008 for a review).”
Relationships among Coach Leadership, Peer Leadership, and Adolescent Athletes’ Psychosocial and Team Outcomes: A Test of Transformational Leadership Theory (2013, background): “Transformational leaders are thought to enhance individuals’ self-confidence, effort, and empowerment as well as teams’ unity, cooperation, and confidence (Bass, 2008; Bass & Riggio, 2006).”
Affective Trust in Chinese Leaders (2014, unknown): “A key motivational mechanism of transformational leadership is the transformation of followers into leaders themselves (Bass & Bass, 2008).”
Toward a `New' Strategic Leadership of Place for the Knowledge-based Economy (2009, background): “…theory is a modernist agenda (Burrell & Morgan, 1994) this places it philosophically at odds with post-modern leadership theorising for collaborative learning cycles, catalysts for change and transformative leadership (Barker, 1997; Bass & Stogdill, 1990; Kotter, 1988; Luke, 1998; Williams, 2002).”
A Question of Trust: Predictive Conditions for Adaptive and Technical Leadership in Educational Contexts (2008, unknown): “The importance of strong school leadership in successful schools has been shown over time, starting with the early work of Brookover and Lezotte (1979) and Edmonds (1979) in their seminal work on effective schools and continuing with a number of other rigorous studies and important scholars (Bass, 1”
Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations (2010, background): “Leadership is ambiguous, with no clear definition or meaning across people (Bass & Bass, 2008; Pfeffer, 1977).”