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Relevant bibliographies by topics / Leadership and leadership theories

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Academic literature on the topic 'Leadership and leadership theories'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 February 2022

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Journal articles on the topic "Leadership and leadership theories"

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Subrahmanyam, Prof Dr Satya. "Corporate Leadership: A Review of Conventional Theories of Leadership." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (April 30, 2018): 1360–68. http://dx.doi.org/10.31142/ijtsrd11384.

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Cook, Sarah Gibbard. "Your Leadership Banner Personalizes Leadership Theories." Women in Higher Education 22, no. 11 (November 2013): 23. http://dx.doi.org/10.1002/whe.10524.

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Mahajan, Supriya. "Study on Leadership Styles and Theories." Indian Journal of Applied Research 4, no. 3 (October 1, 2011): 281–82. http://dx.doi.org/10.15373/2249555x/mar2014/86.

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Mango, Emmanuel. "Rethinking Leadership Theories." Open Journal of Leadership 07, no. 01 (2018): 57–88. http://dx.doi.org/10.4236/ojl.2018.71005.

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Holmberg, Ingalill, and Staffan Åkerblom. "Modelling leadership—Implicit leadership theories in Sweden." Scandinavian Journal of Management 22, no. 4 (December 2006): 307–29. http://dx.doi.org/10.1016/j.scaman.2006.10.002.

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Dartey-Baah, Kwasi. "Resilient leadership: a transformational-transactional leadership mix." Journal of Global Responsibility 6, no. 1 (May 11, 2015): 99–112. http://dx.doi.org/10.1108/jgr-07-2014-0026.

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Purpose – This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same. Design/methodology/approach – It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional. Findings – A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformational–transactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach. Originality/value – The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformational–transactional approaches, which have been proven to yield best results, to focus the discussion on leadership.

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Giltinane, Charlotte Louise. "Leadership styles and theories." Nursing Standard 27, no. 41 (June 12, 2013): 35–39. http://dx.doi.org/10.7748/ns2013.06.27.41.35.e7565.

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Jackson, Conrad N. "On Linking Leadership Theories." Journal of Management Education 17, no. 1 (February 1993): 67–78. http://dx.doi.org/10.1177/105256299301700105.

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Lord, Robert G., Olga Epitropaki, Roseanne J. Foti, and Tiffany Keller Hansbrough. "Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information." Annual Review of Organizational Psychology and Organizational Behavior 7, no. 1 (January 21, 2020): 49–74. http://dx.doi.org/10.1146/annurev-orgpsych-012119-045434.

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We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that guide leadership perceptions. We further address measurement issues, emerging areas of study such as implicit leadership theories, and identity and cross-cultural issues. We offer specific avenues for future research in the form of a systematic list of unanswered research questions and further outline leadership development implications.

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Andersen, Jon Aarum. "Servant leadership and transformational leadership: from comparisons to farewells." Leadership & Organization Development Journal 39, no. 6 (August 6, 2018): 762–74. http://dx.doi.org/10.1108/lodj-01-2018-0053.

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Purpose The purpose of this paper is to question the usefulness of comparisons between theories on servant leadership and transformational leadership. Design/methodology/approach A review of scholarly works on these two theories is presented from the original works of Greenleaf, Burns and Bass to the current research. Findings Based on the four categories of construct clarity, two competing alternatives are identifiable in the scholarship of both servant and transformational leadership. There are thus 16 versions of each theory. Research limitations/implications The literature review contains no new empirical data. The many versions available today of each theory do not make comparisons meaningful. The prevalence of several versions of theories on servant leadership and transformational leadership implies that they are no longer specific and useful theories. Originality/value Critical comments are presented on the usefulness of comparisons between servant leadership and transformational leadership. Thus, the value of these theories is also questioned.

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Dissertations / Theses on the topic "Leadership and leadership theories"

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Nichols, Thomas W. Goodwin Vicki Lynne. "Authentic transformational leadership and implicit leadership theories." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9056.

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Nichols, Thomas W. "Authentic Transformational Leadership and Implicit Leadership Theories." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9056/.

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Transformational leadership describes a leader who motivates followers to performance beyond expectations, but it has often been attacked for its potential to be abused. A newer form of leadership has been proposed, that of authentic leadership. Authentic leadership is an over-arching concept that proposes to include transformational leadership and all positive forms of leadership. At the heart of authentic leadership is the concept of ethicality. The concept of authenticity may contribute to the transformational leadership paradigm, producing an ideal form of leadership. Authentic leadership may not be an over-arching form of leadership, but one suited particularly to transformational leadership. I propose that authentic transformational leadership resides in leaders' and followers' implicit leadership theories. This experiment addresses authentic transformational leadership and the role of implicit leadership theories in directing leader behavior. A model is developed that outlines the relationship between authentic transformational leadership and implicit leadership theories, including the separate implicit theories of leader and follower, leader-member exchange (LMX), and leader effectiveness. Hypotheses concerning these relationships are developed. The study is experimental, using WebCT as a delivery tool. Scenario-based surveys were developed to collect data, using both known measures and measures developed specifically for this experiment. Two pilot studies were conducted to test the soundness of the delivery tool and the validity of the constructed scenarios and measures, which largely supported the hypotheses. In the main study, all hypotheses were supported with the exception of one. The results of the unsupported hypothesis, however, suggest authentic transformational leadership may be an ideal form of leadership. There are several contributions to the literature made by this study. The first contribution is the development of authentic transformational leadership as an ideal form of leadership. Second, the development of both follower and leader implicit leadership theories and their relationship to authentic transformational leadership is studied through leader effectiveness, a concept not previously researched. Lastly, the role of a follower's implicit leadership theory and its effects on a leader are examined, a notion that is largely under-researched.

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Martin, Warren. "Leadership| Outdated Theories and Emerging Non-traditional Leadership." Thesis, Northcentral University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10688717.

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The purpose of this qualitative study was to explore a phenomenon concerning why organizational leaders have transitioned from academically recommended leadership theories to their own non-traditional leadership practices. Existing research suggests that current leadership theories are outdated and not keeping pace with continual change, vast technological advancements, and expectations by stakeholders for transparency. The concept for this study was inspired in part by a combination of over 40-years of personal and professional observations and experience in leadership, and a personal theory that leaders do not practice traditional leadership theory as originally intended, but rather select various elements from numerous theories and merge them into a single leadership practice, also known as non-traditional leadership. The findings of this study suggested that all participants practiced non-traditional leadership. Continual change was recognized as an ongoing phenomenon, and leadership theories, or elements of theories, were considered outdated. Acceptance of change and adaptability was identified as necessary attributes for modern day successful leaders, and leaders who continued to practice traditional theory, did so out of fear of change. Additional research should be conducted to evaluate how wide spread the practice of non-traditional leadership practices has spread and why leaders have chosen to ignore the recommended academic teachings of traditional leadership theories. Further research should be conducted concentrating on traditional leaders, in an effort to understand their motivations for following traditional leadership models.

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Norris, Dwayne G. "Incorporating implicit leadership theories into the transformational and transactional leadership framework." Diss., This resource online, 1996. http://scholar.lib.vt.edu/theses/available/etd-06062008-154851/.

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Cullina, Helen T. "Leadership development in Egypt : how indigenous managers construe Western leadership theories." Thesis, Heriot-Watt University, 2016. http://hdl.handle.net/10399/3068.

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This research examines the ways in which Egyptian managers make sense of the leadership theories they are exposed to in their work interactions and their in-house leadership development training. This empirical study utilizes Personal Construct Theory to uncover how the indigenous managers construe Western evolved leadership theories. The research strategy follows a phenomenological paradigm, based on a comparative case study centered on an international design consulting firm headquartered in the Middle East region. The data collection tools, i.e., the Repertory Grid Technique (RGT), Personal Value Statements and Storytelling are consistent with an inductive, constructivist approach. The findings illustrate differences in how leadership theories are construed by indigenous managers compared to their UK counterparts and consequently which theories are more and less favoured. An emergent finding that evolved from this enquiry was the differences between Egyptian managers’ espousals and actual day to day leadership practices. This finding raises greater awareness of the role that cultural values play in the cross-cultural arena of leadership. The ethnographic technique of Storytelling brought to light the influence of national culture when leadership is enacted. The findings and results of this thesis throws some much needed light onto a geographical area that recent political events have brought to prominence as well as making a contribution towards understanding the potential barriers of transferring knowledge between cultures that differ in several important ways. The results are also useful from the perspective of Training and Development. Western trainers working in the Middle East region in addition to indigenous trainers seeking to provide effective leadership development programs will be able to discern which Western leadership theories to focus on, adapt and or disregard.

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LaValley, Judith Babcock. "Leadership schemas: the influence of organizational context on implicit leadership theories." Thesis, Kansas State University, 2013. http://hdl.handle.net/2097/16865.

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Master of Science
Department of Psychological Sciences
Clive J. A. Fullagar
This mixed-methods study consisted of two phases. First, interviews were conducted with ROTC instructors responsible for organizational socialization of newcomers to the U.S. Army and U.S. Air Force. This data shaped surveys given to organizational newcomers in phase II, which measured organizational culture and cognitive leadership schemas. It was hypothesized that implicit leadership theories (ILTs) would reflect respective organizational cultures. Although this was supported in the qualitative results from Phase I, it was not supported in the quantitative results from Phase II. However, analyses showed that leadership is still perceived as a masculine role in both the U.S. Army and U.S. Air Force, as was hypothesized. It was also hypothesized that leaders in line occupations would be seen as better leaders than leaders in staff occupations. This was supported for the Air Force sample, but not the Army sample. During the interviews, ROTC instructors asserted that male and female leaders were equally capable, and that line and staff leaders were equally capable. However, questioning revealed that organizational stereotypes still defined the quintessential leader as a male in a line occupation, although females had more opportunities to fill those key occupations in the Air Force than in the Army, at the time of this study. This discrepancy, along with the discrepancies in results between the qualitative and quantitative data, indicate that organizational culture has perhaps changed at the levels of visible artifacts and espoused values with respect to diversity, but has not yet changed at the fundamental level of basic assumptions.

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Bashore, Daniel. "Assessing Implicit Leadership and Followership Theories." Wright State University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=wright1590156207610277.

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Grant, Kevin O'Brien. "Leadership And Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7801.

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Business leaders often encounter difficulties in achieving sustainable employee engagement in the work environment, yet employee engagement is critical to an organization's financial success. The purpose of this qualitative single case study was to explore strategies business leaders use to overcome or mitigate the challenges of employee disengagement. A purposeful sample of 6 leaders employed at an insurance company participated in the study based on their knowledge and experience in implementing successful employee engagement strategies. The conceptual framework for the study was Kahn's personal engagement theory. Data were collected using semistructured interviews, company documents, and archival information. Data were analyzed using thematic analysis. Four themes emerged: leader–employee relationship; effective internal communication and feedback; compensation, awards, benefits, and incentives; and professional training and development to improve employee engagement. The implications for positive social change include the potential to provide leaders with strategies to increase employee engagement, which may create employment opportunities for community members, which could lead to the stability and general well-being of the community.

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Maloney, Kelly. "Analysis of Gender Discourses in Neo-Charismatic Leadership Theories." University of Cincinnati / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=ucin153546415895209.

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Topakas, Anna. "Measurement of implicit leadership theories and their effect on leadership processes and outcomes." Thesis, Aston University, 2011. http://publications.aston.ac.uk/18942/.

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The leadership categorisation theory suggests that followers rely on a hierarchical cognitive structure in perceiving leaders and the leadership process, which consists of three levels; superordinate, basic and subordinate. The predominant view is that followers rely on Implicit Leadership Theories (ILTs) at the basic level in making judgments about managers. The thesis examines whether this presumption is true by proposing and testing two competing conceptualisations; namely the congruence between the basic level ILTs (general leader) and actual manager perceptions, and subordinate level ILTs (job-specific leader) and actual manager. The conceptualisation at the job-specific level builds on context-related assertions of the ILT explanatory models: leadership categorisation, information processing and connectionist network theories. Further, the thesis addresses the effects of ILT congruence at the group level. The hypothesised model suggests that Leader-Member Exchange (LMX) will act as a mediator between ILT congruence and outcomes. Three studies examined the proposed model. The first was cross-sectional with 175 students reporting on work experience during a 1-year industrial placement. The second was longitudinal and had a sample of 343 students engaging in a business simulation in groups with formal leadership. The final study was a cross-sectional survey in several organisations with a sample of 178. A novel approach was taken to congruence analysis; the hypothesised models were tested using Latent Congruence Modelling (LCM), which accounts for measurement error and overcomes the majority of limitations of traditional approaches. The first two studies confirm the traditional theorised view that employees rely on basic-level ILTs in making judgments about their managers with important implications, and show that LMX mediates the relationship between ILT congruence and work-related outcomes (performance, job satisfaction, well-being, task satisfaction, intragroup conflict, group satisfaction, team realness, team-member exchange, group performance). The third study confirms this with conflict, well-being, self-rated performance and commitment as outcomes.

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Books on the topic "Leadership and leadership theories"

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Winkler, Ingo. Contemporary Leadership Theories. Heidelberg: Physica-Verlag HD, 2009. http://dx.doi.org/10.1007/978-3-7908-2158-1.

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Waite, Mitchell R. Fire service leadership: Theories and practices. Sudbury, Mass: Jones and Bartlett, 2008.

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Theories of educational leadership and management. 4th ed. London: SAGE, 2011.

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A guide to effective school leadership theories. New York: Routledge, 2012.

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Bruce, Klatt, ed. The encyclopedia of leadership: A practical guide to popular leadership theories and techniques. New York: McGraw-Hill, 2001.

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service), SpringerLink (Online, ed. Contemporary Leadership Theories: Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership. Heidelberg: Physica-Verlag Heidelberg, 2009.

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Niesche, Richard, and Christina Gowlett. Social, Critical and Political Theories for Educational Leadership. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8241-3.

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Evtikhov, Oleg. Manager leadership development. ru: INFRA-M Academic Publishing LLC., 2014. http://dx.doi.org/10.12737/3676.

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The monograph is devoted to a problem of development of leader potential of the head in the context of increase of efficiency of its professional activity as organizational leader. In it(her) foreign and domestic theories of leadership are consistently considered, structural components of leader potential are analyzed, the author´s social and psychological model of development of leader potential of the head is described. Research is addressed to psychologists, teachers and heads.

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Zaccaro, Stephen J. Models and theories of executive leadership: A conceptual/empirical review and integration. Alexandria, Va: U.S. Army Research Institute for the Behavioral and Social Sciences, 1996.

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Zaccaro, Stephen J. Models and theories of executive leadership: A conceptual-empirical review and integration. [Washington, D.C.?]: U.S. Army Research Institute for the Behavioral and Social Sciences, 1996.

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Book chapters on the topic "Leadership and leadership theories"

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Zehndorfer, Elesa. "Trait Theories." In Leadership, 20–40. Second Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003011507-2.

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Zehndorfer, Elesa. "Skills Theories." In Leadership, 41–60. Second Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003011507-3.

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Zehndorfer, Elesa. "Behavioural Theories." In Leadership, 61–84. Second Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003011507-4.

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Zehndorfer, Elesa. "Situational Theories." In Leadership, 85–107. Second Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003011507-5.

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Channer, Philip, and Tina Hope. "Leadership Theories." In Emotional Impact, 7–9. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780230508842_2.

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Wang, Barbara Xiaoyu, and Harold Chee. "Leadership Theories." In Chinese Leadership, 25–46. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230321465_3.

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Marques, Joan. "Moral Theories." In Ethical Leadership, 174–94. 1 Edition. | New York: Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315205946-9.

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Schyns, Birgit, and Ronald E. Riggio. "Implicit Leadership Theories." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–7. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2186-1.

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Swan, Wallace. "Theories of Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–8. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2373-1.

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Schyns, Birgit, and Ronald E. Riggio. "Implicit Leadership Theories." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 3198–203. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2186.

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Conference papers on the topic "Leadership and leadership theories"

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Greineder, Michael, and Niklas Leicht. "Agile leadership - a comparison of agile leadership styles." In Enabling Technology for a Sustainable Society. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-362-3.19.

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Leadership has been the focus of research in the social sciences since the early 1930s. However, no generally valid theory exists to date. In recent years, theories relating to agile leadership have also increasingly emerged. The aim of this paper is to give an overview of the current state of research on agile leadership. For this purpose, a systematic literature analysis is conducted. The different terms used in the context of agile leadership are restricted by means of selection criteria. Furthermore, characteristics of agile leadership will be analyzed and consolidated. This results in a catalogue of criteria with which the selected leadership styles. The evaluation shows that there are overlaps in the styles, which also can be identified in the research.

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Istratie (Achim), Veronica-Claudia, Ruxandra Georgescu, and Gabriela Daniela Bulacu. "Management Theories on Leadership in Pre-University Education." In International Conference Risk in Contemporary Economy. Dunarea de Jos University of Galati, Romania Faculty of Economics and Business Administration, 2019. http://dx.doi.org/10.35219/rce2067053231.

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Coman, Adela. "LEADERSHIP THEORIES AND MILLENNIALS: AN EQUATION WITH TWO VARIABLES." In 6th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS Proceedings. STEF92 Technology, 2019. http://dx.doi.org/10.5593/sgemsocial2019v/1.1/s12.051.

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Güell, Casilda. "LEADERSHIP IN EDUCATION IN THE XXIST CENTURY: MAIN THEORIES AND TRENDS." In 10th International Conference on Education and New Learning Technologies. IATED, 2018. http://dx.doi.org/10.21125/edulearn.2018.1710.

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Belinskaja, Larisa, and Rasa Paulienė. "Overview of the Current Leadership Theories: What it Means to Lead?" In The 7th International Scientific Conference "Business and Management 2012". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.042.

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Alkhatib, Ahed J., and Boshra A. Arnout. "Is religion the missing part in leadership and organization citizenship behavior theories?" In DIALOGO-CONF 2019. Dialogo, 2019. http://dx.doi.org/10.18638/dialogo.2019.6.1.10.

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Chung-Ling Huang and Yeong-Ho Ho. "Implications of leadership, individual and organizational learning theories for organizations in Taiwan." In 2010 3rd International Symposium on Knowledge Acquisition and Modeling (KAM). IEEE, 2010. http://dx.doi.org/10.1109/kam.2010.5646265.

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Jiříček, Petr, and Zdeňka Dostálová. "J. A. SCHUMPETER, A THEORIST OF INNOVATION AND A HISTORIAN OF ECONOMIC SCIENCE." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.315.

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The paper commemorates the 70th anniversary of the death of Joseph Alois Schumpeter, the world-renowned economist of Czech-Austrian origin and creator of innovation theory. It analyses Schumpeter’s work from the perspective of two aspects, complementing each other in his work: historical economic analysis and entrepreneurial innovation theory. The introduction reveals the genesis of his relation to enterprise, innovation, and the historical economics concept. The historical approach to economics appears in his scientific works at the time of his work at the European universities in Chernivtsi, Graz and Bonn, as well as in his later work at Harvard University. The paper also studies the rise of his innovation theory, first appearing during his work in Graz, Styria, and its gradual reflection in his professional work. The paper shows how these approaches merge in his economic teaching, which is very specific and includes both purely economic and technological and social aspects.

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Echiverri, Leah Li. "Classroom Learning Motivators:Breaking ESL Chinese university students' passivity in class discussion." In Sixth International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2020. http://dx.doi.org/10.4995/head20.2020.11098.

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Chinese university students enrolled in overseas coursework and English as Medium of Instruction courses domestically have a reputation for classroom passivity as recognized internationally. Thus, the case study was employed to explore Wenzhou Kean University (WKU) students’ ‘willingness to communicate’ based on motivation and attitude toward the classroom learning milieu. Purposive and convenience sampling techniques were used in the semi- structured interview of 75 informants during the focus group discussion. Thematic content analysis method was used to analyze qualitative data collected. Grounded theory was used for the generation of theories. Findings showed that ESL Chinese university students are motivated because of knowledge acquisition and English spoken ability improvement when they engage in class discussion. A relaxing classroom climate, teacher’s personality and professional competence in designing the learning experiences contribute in shaping favorable learning attitudes necessary for active student participation in class discussion. Most WKU students intend to pursue graduate studies abroad and considers English speaking ability important in their future and career goals. This belief persistently motivates them to engage in class discussion. Besides, thinking skills development, English spoken language improvement, self-confidence build up, leadership skills, teamwork skills and adaptability to new environment development heighten the importance of class discussion.

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"Leadership." In 2015 IEEE 3rd Workshop on Wide Bandgap Power Devices and Applications (WiPDA). IEEE, 2015. http://dx.doi.org/10.1109/wipda.2015.7369030.

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Reports on the topic "Leadership and leadership theories"

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Camplin, Jan M. Leadership Approaches and Theories with Special Reference to Military (Army) Fundamental Leadership. Fort Belvoir, VA: Defense Technical Information Center, April 1996. http://dx.doi.org/10.21236/ada310862.

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Curnow, Christina, Rebecca Mulvaney, Robert Calderon, Eric Weingart, Kenny Nicely, Heidi Keller-Glaze, and Jon Fallesen. Advanced Learning Theories Applied to Leadership Development. Fort Belvoir, VA: Defense Technical Information Center, November 2006. http://dx.doi.org/10.21236/ada462784.

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Wehri, Christopher J. Adaptive Leadership Theories Applied to the North Atlantic Treaty Organization (NATO). Fort Belvoir, VA: Defense Technical Information Center, March 2011. http://dx.doi.org/10.21236/ada550349.

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Fiedler, Fred E. Leadership Experience and Leadership Performance. Fort Belvoir, VA: Defense Technical Information Center, January 1994. http://dx.doi.org/10.21236/ada392368.

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Johnson, Ronald D. Leadership. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada415336.

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Aleinikov, Andrei G. Leadership Innovations. Fort Belvoir, VA: Defense Technical Information Center, April 1993. http://dx.doi.org/10.21236/ada283133.

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Oberlander, David M. Negative Leadership. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589886.

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Stanley, Philip W. Understanding Leadership. Fort Belvoir, VA: Defense Technical Information Center, February 2011. http://dx.doi.org/10.21236/ada543743.

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Kaplan, Robert. Forceful leadership and enabling leadership: you can do both. Center for Creative Leadership, 1996. http://dx.doi.org/10.35613/ccl.1996.2007.

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Sweatt, B. O. Leadership as Teachership. Fort Belvoir, VA: Defense Technical Information Center, January 1997. http://dx.doi.org/10.21236/ada328187.

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