Relevant bibliographies by topics / Approach to leadership

Contents

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

Academic literature on the topic 'Approach to leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 February 2022

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Journal articles on the topic "Approach to leadership"

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Paulienė, Rasa. "The Complexity Approach New Leadership Phenomenon." International Journal of Advances in Management and Economics 01, no. 04 (July 2, 2012): 48–59. http://dx.doi.org/10.31270/ijame/01/04/2012/08.

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Sahertian, Dr Pieter. "Local Wisdom and Excellent Leadership: A Phenomenological Approach." Journal of Advanced Research in Dynamical and Control Systems 12, no. 01-Special Issue (February 13, 2020): 869–75. http://dx.doi.org/10.5373/jardcs/v12sp1/20201139.

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Rost, Joseph, and Anthony Smith. "Leadership: A postindustrial approach." European Management Journal 10, no. 2 (June 1992): 193–201. http://dx.doi.org/10.1016/0263-2373(92)90069-g.

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Galli, Brian J. "A Shared Leadership Approach to Transformational Leadership Theory." International Journal of Strategic Decision Sciences 7, no. 3 (July 2016): 1–37. http://dx.doi.org/10.4018/ijsds.2016070101.

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The main objective of this paper is to identify the research philosophy as well as research methodologies that are most appropriate for the research fields identified above; this paper will highlight the research methodologies that are most applicable to this research effort by reviewing the research methodologies utilized in research performed by other researchers, in similar fields of research to those identified above. This paper acts as a guide in order to outline the research philosophies, research canons, ethical considerations, research methodologies/designs, data collection and analysis methods, sample size requirements, and “what to measure” requirements. Based on the decision to utilize the quantitative research philosophy, the paper discusses other significant research topics in terms of the quantitative research philosophy. The topics will be discussed from the quantitative perspective in order to provide the reader with the full understanding of how the quantitative research philosophy needs to be accounted for in every aspect of the research design/approach. Finally, the paper discusses a general summary of the various section of the paper and the final section also details the future intentions and responsibilities of the researcher.
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Ngambi, Hellicy. "RARE leadership: An alternative leadership approach for Africa." International Journal of African Renaissance Studies - Multi-, Inter- and Transdisciplinarity 6, no. 1 (June 2011): 6–23. http://dx.doi.org/10.1080/18186874.2011.592387.

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Rodriguez, Richard A., Mark T. Green, Yu Sun, and Barbara Baggerly-Hinojosa. "Authentic Leadership and Transformational Leadership: An Incremental Approach." Journal of Leadership Studies 11, no. 1 (July 2017): 20–35. http://dx.doi.org/10.1002/jls.21501.

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Qureshi, Muhammad Azeem. "Servant Leadership: A Taxonomic Approach towards Systematic Literature Review." IBT Journal of Business Studies 15, no. 1 (2019): 2019–230. http://dx.doi.org/10.46745/ilma.jbs.2019.15.01.18.

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Connection between inferior leadership and massive business meltdown and inadequacy of seasoned leadership models create an urge to seek leadership equipped with ethical behavior, concern for subordinates, all the stakeholders and the society as a whole. This literature survey examines existing literature addressing servant leadership theory. Servant leadership theory has not yet been legitimized as a mainstream leadership theory therefore, it is worthy to examine its antecedents, outcomes and different mediating and moderating mechanisms to have in-depth knowledge of servant leadership concept and to understand how it differs from other mainstream leadership theories. This study analyzed the literature using descriptive approach as proposed by Turnnidge & Côté (2016). The study has been carried out in three phases. First phase is concerned with screening of abstracts and citations related to variable of interests, in second phase, peer discussion was made to retain valuable literature and exclusion of literature which does not fall in set criterion. In the third phase, full text of articles and relevant literature were reviewed which were potentially related to and are of interest. It was found that servant leadership is a different concept which is more comprehensive and predicts more positive outcomes than its predecessor leadership models. Systematic literature review provided detailed insight with respect to servant leadership theory and its outcomes which led to the development of taxonomy which was further used to develop integrated model of causal fl ow through mediating and moderating mechanisms; and then was further refined to identify servant leadership interaction with different organization and behavioral variables. Findings of this research suggest possible impact of servant leadership in power distant culture which is inconsistent in contemporary research and needs to be investigated for validation of servant leadership’s concept in Third World countries.
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Ziemiański, Paweł. "Versatile Leadership Model as Flexibility Based Approach to Leadership." Kwartalnik Ekonomistów i Menedżerów 47, no. 1 (March 15, 2018): 13–24. http://dx.doi.org/10.5604/01.3001.0012.1427.

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In the time of very dynamic development and rapidly changing conditions that need to be faced by contemporary organizations and employees, flexibility is becoming a key characteristic. Several theoretical approaches to effective leadership emphasize the importance of leader’s broad repertoire of possible behaviors combined with the ability to utilize them adequately in diverse situations. The goal of this article is to conduct an analysis of one of such approaches, namely the versatile leadership model. The author of the article made an attempt to situate this model among other theoretical approaches which stress the importance of leader’s flexibility. Additionally a possible contribution of the versatile leadership model assumptions to advancement of understanding of leader’s effectiveness is scrutinized. The article concludes with highlighting possible avenues for further research with the use of the described model.
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Schieffer, Alexander. "Co-creative Leadership: An Integrated Approach towards Transformational Leadership." Transition Studies Review 13, no. 3 (October 2006): 607–23. http://dx.doi.org/10.1007/s11300-006-0129-5.

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Lee, Keun Jung, Alma Alpeissova, and Ayaulym Akisheva. "BUSINESS LEADERSHIP EFFECTIVENESS: KAZAKHSTAN APPROACH." Archives of Business Research 7, no. 10 (October 12, 2019): 1–12. http://dx.doi.org/10.14738/abr.710.7171.

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This is interest in the research of the leadership in business sector in Kazakhstan and in the responder’s attitude and preferences as to the leadership styles business executives employ, taking into consideration the developing stage of business activities in Kazakhstan. This study focus on the analysis of the leadership styles with employee performance and the survey research method was used. The questions were arranged according to six point Likert scale. Kazakhstan employees prefer such leadership styles as transformational, father, democratic, transactional and in some cases authoritative leadership styles. Kazakhstani employees prefer to be heard and supported, prefer to be a part of the organizational endeavors, contribute and add value to organizational development. Furthermore, as the study shows, Kazakhstani employees reject the coercive leadership style. They do not want to be a part of an organization, where force and ignorance of people’s values are considered to be as a normal attitudes. Nowadays within the development processes in Kazakhstan, leadership has big influence on organizational performance and company’s effectiveness.
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Dissertations / Theses on the topic "Approach to leadership"

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Hendricks, Clarence Nowellin. "Integrated leadership : a leadership approach for school management teams." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018610.

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School managers currently face major challenges of finding innovative ways to improve the quality of teaching and learning and ultimately student outcomes. This might be because contemporary leadership models promote either requisite curricular expertise or requisite leadership qualities or requisite norms and values which impact notably on teaching and learning. This study examined to which extent School Management Teams (SMT’s) contribute to the quality of teaching and learning when utilizing an integrated leadership approach in primary schools.The extent to which integrated leadership contributes to the quality of teaching and learning is investigated through an exploratory mixed method approach. Case studies in six different schools were conducted through both qualitative and quantitative research methods to obtain data regarding the thirty-six participants’ integrated leadership qualities. Data was gathered through focused group interviews, observations and a questionnaire. The Annual National Assessment results for two consecutive years (2010 and 2011) of grade three and six learners for literacy and numeracy were collected to determine the relationship between integrated leadership and quality teaching and learning and the extent to which integrated leadership impacted on student outcomes.The findings revealed that SMT’s confused integrated leadership with the utilization of qualities from a range of leadership styles each seeking to fit the purpose of an activity, and then claim they are employing an integrated leadership approach. Integrated leadership on the contrary is one leadership model with different qualities and when utilised as a complete package, in a unified manner, has the potential to have a significant impact on the quality of teaching and learning and ultimately student achievement. The findings also indicated that the majority of SMT members are either not utilising integrated leadership or occasionally utilise some of the integrated leadership qualities. This might be one of the main reasons for unsatisfactory academic performance in schools. Integrated leadership thus, when implemented in its totality at all times, possesses all the qualities to have a significant impact on the quality of teaching and learning nationally and internationally.
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Vu, Mai Chi. "Spiritual leadership : a Buddhist approach." Thesis, Durham University, 2018. http://etheses.dur.ac.uk/12773/.

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This study examines spiritual leadership from a Buddhist perspective in the context of a transitional economy: Vietnam. Vietnam is undergoing significant changes in blending traditional values with contemporary ones, which creates a complex and dynamic social setting for exploratory research. Changes include incorporating traditional spiritual practices and engaged Buddhism in the contemporary context. The study explores and examines how spiritual leaders in organizations interpret and enact Buddhist teachings and principles in Vietnam. The outcome of the preliminary quantitative study examining spiritual leadership in the context of Vietnam informs a mixed methods study in which the qualitative phase is guided by a critical-realist-informed grounded theory approach. This mixed-methods study explores how spiritual leadership is distinctively interpreted by organizational leaders who are Buddhist practitioners. The findings suggest that Buddhist-enacted leadership is a process of self-transformation and operates as a skilful means involving multiple leadership identities to flexibly and mindfully respond to contextual challenges. Context emerges as having a primary role in the understanding and application of Buddhist principles in leadership, manifested by the Buddhist concepts of impermanence, non-attachment, and wisdom. Buddhist-enacted leaders’ authenticity was challenged and moderated by the adoption of multiple identities, resulting in inconsistencies in leadership styles, the overall skepticism in Vietnamese society due to the lack of trust of the Vietnamese people as a result of the political and social features of the country’s regime, and the level of maturity of leaders in respect of Buddhist practices. The study introduces a Buddhist-enacted leadership model that contextualises spiritual leadership and reaffirms that neither the promotion of commonly known good practices nor any mimetic isomorphism of social responsibility or Western sustainability practices would be able to address the complex nature of a developing nation like Vietnam.
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McCusker, Maureen Elizabeth. "A Dyadic Approach to Leadership Emergence." Thesis, Virginia Tech, 2015. http://hdl.handle.net/10919/78142.

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Leadership emergence is best conceptualized as a complex, multi-level process arising from the dynamic interplay of all elements in the process: group members, relations, and context (Day, 2014). This study seeks to simultaneously examine to the role of each in the leadership emergence process by assessing leader and follower traits, their trait similarity, task, behaviors, and the network itself. Using a rotation design, 99 cadets in groups of three completed four tasks with alternating partners and subsequently provided sociometric ratings of each of their group members. Data was analyzed using Exponential Random Graph Modeling, which controls for endogenous group effects. In general, there was a tendency toward nominating others as leaders. High scores on dominance and intelligence predicted leadership emergence, and low scores on dominance predicted follower emergence. The type of task did not affect leadership emergence. Perceived leader behavior unexpectedly reduced the likelihood of nominating another as a leader. Results from this study highlight the importance of studying all components of leadership process and are once step closer toward doing so completely and accurately.
Master of Science
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Nodarse, Brynn C. "A nonverbal approach to charismatic leadership training." Diss., UC access only, 2009. http://proquest.umi.com/pqdweb?index=8&did=1907259901&SrchMode=2&sid=3&Fmt=2&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1270057484&clientId=48051.

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Thesis (Ph. D.)--University of California, Riverside, 2009.
Includes abstract. Includes bibliographical references (leaves 111-115). Issued in print and online. Available via ProQuest Digital Dissertations.
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Sanchez, Orlando. "Leading airmen a systems approach to squadron leadership /." Monterey, Calif. : Naval Postgraduate School, 2007. http://bosun.nps.edu/uhtbin/hyperion-image.exe/07Sep%5FSanchez%5FMBA.pdf.

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"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, September 2007."
Advisor(s): Simon, Cary ; Crawford, Alice. "September 2007." "MBA professional report"--Cover. Description based on title screen as viewed on October 17, 2007. Includes bibliographical references (p. 63-65). Also available in print.
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Harnesk, Roland. "Leadership for co-worker commitment : a TQM approach /." Luleå, 2004. http://epubl.luth.se/1402-1757/2004/33/index.html.

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Pawelke, Michael B. "Training leaders a systems approach to leadership development /." Online full text .pdf document, available to Fuller patrons only, 2002. http://www.tren.com.

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Fusco, T. "A group coaching approach to authentic leadership development." Thesis, City, University of London, 2016. http://openaccess.city.ac.uk/17592/.

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The Portfolio presented here is concerned with the subject of Authentic Leadership Development. This subject has become the focus of much attention in the last 10 years by both researchers and practitioners in the leadership and leadership development field. Over the decades there has been a variety of leadership themes and concepts that have garnered similar attention, for example, Transformational & Transactional Leadership, Situational Leadership, Servant Leadership, Contingent Leadership, Ethical Leadership…and now Authentic Leadership. It has probably come to the fore as a result of high profile examples of poor leadership on a global scale. Even before the financial crisis of 2008 there were the examples of Enron and Worldcom and since 2008 there have been the examples of Arthur Andersen and Lehman Brothers (http://www.accounting-degree.org/scandals) and more recently Toshiba, Volkswagen and even FIFA (http://fortune.com/2015/12/27/biggest-corporate-scandals-2015). Although over this last decade there has been this considerable interest in the idea of Authentic Leadership, both as a construct and an effective form of leadership practice, what has been notably lacking, particularly in the academic field, are ideas of how to actually develop authentic leaders. Both anecdotal evidence from the practitioners and empirical evidence from the researchers all point towards Authentic Leadership achieving desirable organisational and business benefits. Yet there is almost a complete absence of any research demonstrating how Authentic Leadership is actually developed. This is the sole purpose of this piece of research, to investigate one particular approach to Authentic Leadership Development (ALD) to see if it works and if so, to try and understand how it works.
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Roszak, Christopher. "Taking a Transformative Leadership Approach to Stakeholder Trust." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/331.

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Business leaders struggle with the application of appropriate leadership models to retain stakeholder trust. The purpose of this phenomenological study was to explore the lived experiences of mortgage and investment leaders and stakeholders on applying various leadership models to restore stakeholder trust. Stakeholder and stewardship theories formed the conceptual framework of this study. A purposive sample of 20 stakeholders from the investments and mortgage industry in central Colorado participated in semistructured interviews. The research questions were on a leader's application of various leadership traits to restore stakeholder trust. Six themes emerged following coding and reduction using a modified van Kaam approach: (a) benevolence, (b) transparency, (c) humility, (d) approachability, (e) authenticity, and (f) personality. The themes were consistent with transformative leadership traits and satisfied stakeholder affective needs for trust. These findings may be applicable to mortgage and investment business leaders who adopt a transformative leadership approach; such leaders may find an ethically sustainable leadership style that facilitates follower commitment and organizational change, reduces turnover, improves performance, and strengthens social relationships. Stakeholders may find that business leaders who adopt a transformative leadership approach may eventually commit to long-term wealth creation, maintain near-congruent values, and avoid self-serving behaviors.
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Gershenoff, Amy Beth. "Individual Differences and Leader Emergence in a Transformational Context: An Examination of Person and Process." Diss., Virginia Tech, 2003. http://hdl.handle.net/10919/27559.

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The primary purpose of this research was to extend current knowledge of the individual differences that are traditionally associated with leadership emergence and to determine whether the individuals characterized by individual differences attributed to transformational leaders were also likely to emerge as a leader in a leaderless group. Leadership behaviors and followersâ perceptions of emergent leadership of individuals with Ross and Offermannâ s (1997) enabling and forceful personality patterns were examined in an emergence setting that facilitates transformational leadership. A secondary purpose of this research was to further our knowledge of the process of leadership. The leadership process defined by Lord and his associates (Lord, Fot & Phillips, 1982; Lord, Foti & DeVader., 1984) was expanded to include relevant elements of Mischelâ s theory of personality (Mischel, 1999). The contextual influence of the task situation and feedback from others were examined. Individuals did not differ on transformational leadership behavior, but forceful individuals did exhibit a greater proportion of initiating structure behaviors than other individuals and were rated highest on leadership. In addition, there was no evidence of changes in the leadership process due to feedback based on the perceptions of others. Limitations and implications for future research are discussed.
Ph. D.
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Books on the topic "Approach to leadership"

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Vaupel, Mario. Leadership Asset Approach. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9913-9.

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Hosking, Dian-Marie. Leadership & leadership training: A social constructionist approach. Birmingham: Aston Business School, Aston University, 1998.

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Nelson-Jones, Richard. Group leadership: A training approach. Pacific Grove, Calif: Brooks/Cole Pub. Co., 1992.

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Forrest, Derek H. S. An approach to leadership training. Uxbridge: Brunel University, 1986.

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J, Davis Joseph, ed. Police administration: A leadership approach. New York: McGraw-Hill, 2012.

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Lazear, Edward P. Leadership: A personnel economics approach. Cambridge, MA: National Bureau of Economic Research, 2010.

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Coffey, Geoffrey. A Systems Approach to Leadership. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-01194-8.

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1940-, Taylor David S., ed. Improving leadership performance: Interpersonal skills approach to developing leadership effectiveness. 2nd ed. New York: Prentice Hall, 1994.

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Ruth, Seán. Leadership and liberation: A psychological approach. London: Routledge, 2006.

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Leadership and liberation: A psychological approach. London: Routledge, 2005.

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Book chapters on the topic "Approach to leadership"

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Winkler, Ingo. "Psychodynamic Leadership Approach." In Contributions to Management Science, 23–30. Heidelberg: Physica-Verlag HD, 2009. http://dx.doi.org/10.1007/978-3-7908-2158-1_4.

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Dempster, Neil, Tony Townsend, Greer Johnson, Anne Bayetto, Susan Lovett, and Elizabeth Stevens. "The PALL Approach." In Leadership and Literacy, 11–38. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-54298-0_2.

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Sarid, Ariel. "Educational leadership dilemmas." In A Dilemmatic Approach to Education, 77–94. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003121398-5.

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McCarthy, Quinn. "Why We Need a New Approach." In Police Leadership, 7–20. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137005939_2.

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O’Mullane, Michael. "Approach to Data Collection and Analysis." In University Leadership, 43–56. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230346567_3.

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Lent, Bogdan. "06:00 Leadership: L." In Cybernetic Approach to Project Management, 399–426. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-32504-5_19.

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Wootten, Jennifer, and Nadine J. Kaslow. "Consultation in leadership." In Consultation in psychology: A competency-based approach., 169–86. Washington: American Psychological Association, 2020. http://dx.doi.org/10.1037/0000153-010.

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Fairholm, Matthew R., and Gilbert W. Fairholm. "Appendix: Research Approach and Methodology." In Understanding Leadership Perspectives, 157–75. New York, NY: Springer New York, 2008. http://dx.doi.org/10.1007/978-0-387-84902-7_9.

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Bell, Judith, and Clare Huffington. "Coaching for Leadership Development: A Systems Psychodynamic Approach." In Leadership Learning, 93–110. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230584075_6.

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Dhiman, Satinder. "Satyāgraha: A Higher Approach to Ethics." In Gandhi and Leadership, 143–58. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137492357_7.

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Conference papers on the topic "Approach to leadership"

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Suryana, Asep, Widiawati Widiawati, and Minnah El Widdah. "Leadership Approach: Developing Teacher Leadership Skills in the Classroom." In Proceedings of the 3rd International Conference on Research of Educational Administration and Management (ICREAM 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200130.205.

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Watzl, Christian. "Multidimensional Approach in Leadership Efficacy." In The 4th Global Virtual Conference. Publishing Society, 2016. http://dx.doi.org/10.18638/gv.2016.4.1.756.

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Marmara, Christiana, and Christiana Karousiou. "A LEADERSHIP APPROACH ON TECHNOLOGY LITERACIES." In International Technology, Education and Development Conference. IATED, 2016. http://dx.doi.org/10.21125/inted.2016.1551.

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Anderson, Pia. "Cultural Diversity and Transformation in the Appraisal of Leadership Characteristics." In 8th International Conference on Modern Approach in Humanities. Acavent, 2020. http://dx.doi.org/10.33422/8th.mah.2020.02.15.

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Vira, Raina. "SERVANT LEADERSHIP APPROACH FOR SUCCESSFUL BUSINESS MANAGEMENT." In 4th International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgemsocial2017/15/s05.104.

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Pretorius, HW, AC Leonard, and I. Strydom. "Towards an E-support framework for corporate governance in South Africa: A Business Process Management System approach." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524696.

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Barchiesi, Maria Assunta, and Agostino La Bella. "Leadership Styles of World's most Admired Companies A Holistic Approach to Measuring Leadership Effectiveness." In 2007 International Conference on Management Science and Engineering. IEEE, 2007. http://dx.doi.org/10.1109/icmse.2007.4422046.

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Ağaoğlu, Mustafa. "Can We Really Differentiate Between Generations? A Data Mining Approach." In 9th International Conference on Leadership, Technology, Innovation and Business Management: Leadership, Innovation, Media and Communication. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.02.15.

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"Nursing Leadership in Indonesia: A Mixed Methods Approach." In 1st Annual Worldwide Nursing Conference (WNC 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2315-4330_wnc13.81.

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Liew, ChinYing, and Jane Labadin. "Leadership in species: A bipartite-network-based approach." In 2017 International Conference on Computer and Drone Applications (IConDA). IEEE, 2017. http://dx.doi.org/10.1109/iconda.2017.8270401.

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Reports on the topic "Approach to leadership"

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Lazear, Edward. Leadership: A Personnel Economics Approach. Cambridge, MA: National Bureau of Economic Research, April 2010. http://dx.doi.org/10.3386/w15918.

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Pointer, Beverly A. Leadership Development: A 360 Degree Approach. Fort Belvoir, VA: Defense Technical Information Center, January 1996. http://dx.doi.org/10.21236/ada308601.

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Bartlett, Charles J. Defining Operational Leadership: A Grass-Roots Approach. Fort Belvoir, VA: Defense Technical Information Center, June 1996. http://dx.doi.org/10.21236/ada307355.

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Yammarino, Francis J., William D. Spangler, and Bernard M. Bass. Transformational Leadership and Performance: A Structural Equations Approach. Fort Belvoir, VA: Defense Technical Information Center, September 1989. http://dx.doi.org/10.21236/ada211969.

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Ruderman, Marian, Cathleen Clerkin, and Carol Connolly. Leadership development beyond competencies: Moving to a holistic approach. Center for Creative Leadership, 2014. http://dx.doi.org/10.35613/ccl.2014.1043.

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Roubini, Nouriel. Leadership and Cooperation in the European Monetary System: A Simulation Approach. Cambridge, MA: National Bureau of Economic Research, July 1989. http://dx.doi.org/10.3386/w3044.

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Mumford, Michael D., and William W. Haythorn. Leadership in the Organization Context: A Conceptual Approach and Its Applications. Fort Belvoir, VA: Defense Technical Information Center, February 1986. http://dx.doi.org/10.21236/ada168849.

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Korotkin, Arthur L., Michael D. Mumford, Kerry Yarkin-Levin, M. R. Wallis, and Edwin A. Fleishman. Taxonomic Efforts in the Description of Leadership Behavior: A General Approach. Fort Belvoir, VA: Defense Technical Information Center, February 1986. http://dx.doi.org/10.21236/ada169193.

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Conrad, Shane B. Loyalty, Leadership, and the Profession: A Grass Roots Approach to Civil-Military Relations. Fort Belvoir, VA: Defense Technical Information Center, March 2011. http://dx.doi.org/10.21236/ada553154.

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Siamoo, Peter. Developing the Instructional Leadership Skills of High School Principals in Tanzania: A Problem-Based Learning Approach. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.984.

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You might also be interested in the extended bibliographies on the topic 'Approach to leadership' for particular source types:
Journal articles Dissertations / Theses Books
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