The art and science of leadership

By Charles J. Palus. 2007

228 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/fec85468cacb81447986175f256da6c75f431821

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In Organizational Behavior and Human Resource Management

Citations in the corpus

THE RELATIONSHIPS AMONG LEADERSHIP STYLES, ENTREPRENEURIAL ORIENTATION, AND BUSINESS PERFORMANCE (2008, background): “Different leadership styles may affect organizational effectiveness or performance (Nahavandi 2002); Entrepreneurs have become the heroes of economic development and contemporary enterprises (Sathe 2003).”
Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities (2006, background): “…1998; Neck and Manz, 1992, 1996a; Neck et al., 1996; Prussia et al., 1998; Roberts and Foti, 1998; Stewart et al., 1996; Williams, 1997), and by coverage in a growing number of management and leadership textbooks (e.g. Kreitner and Kinicki, 2003; McShane and Von Glinow, 2005; Nahavandi, 2006).”
A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment (2006, background): “(Nahavandi, 2006) Anita Roddick (Founder of the Body Shop): Her vision of the company began with a desire to supply women around the world with cosmetics, soaps, and lotions made from all-natural products that have not been tested on animals.”
Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged? (2005, background): “…oriented books and articles on the subject (e.g., Blanchard, 1995; Manz & Neck, 2004; Manz & Sims, 2001; Sims & Manz, 1996; Waitley, 1995) and by coverage in an increasing number of management and leadership textbooks (e.g., Kreitner & Kinicki, 2004; McShane & Von Glinow, 2003; Nahavandi, 2003).”
Leadership and Change: The Case for Greater Ethical Clarity (2011, unknown): “…their staff by establishing an emotional link with them through the power of their personality—their charisma—and not the power of their position in the organisation (Brown and Eisenhardt 1997; Conger and Kanungo 1998; Hughes et al. 2009; Maddock 1999; Nahavandi 2000; Peters 2006; Stacey 2007).”
Impact of Transactional Leadership and Transformational Leadership on Employee Performance: A Case of FMCG Industry of Pakistan (2018, background): “Nahavandi (2002) stated that leadership is one of the managerial qualities of an organization that is effective to influence organizational performance and success.”
Motivating Language in Industry (2006, background): “However, subordinates are most satisfied when they perceive that their supervisors’ behavioral approaches exhibit both consideration (relationship orientation) and the initiation of structure (task orientation) (Castaneda & Nahavandi, 1991). Pfeffer and Salancik (1975) suggested that leaders’ task-r”