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Artículos de revistas sobre el tema "Leadership"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Jaouadi, Said, Rachida Ben Jazia, Nahed Khabbouchi, and Hayat Haqawi. "A Study of Influencing Leadership Styles on Financial Performance in Saudi Arabian Commercial Banks." Saudi Journal of Economics and Finance 7, no. 11 (2023): 508–14. http://dx.doi.org/10.36348/sjef.2023.v07i11.005.

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This study examined the relationships between different leadership styles and bank performance in Saudi Arabia. The partial least squared was conducted to assess the impacts of autocratic, democratic, laissez-faire, and transformational leaderships on financial performance of banks using data from 199 responses collected from 7 Saudi banks. The findings revealed that autocratic leadership had a significant positive effect on performance, while democratic leadership's influence was insignificant. Transformational leadership did not significantly impact outcomes despite correlating strongly with

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2

Nasseef, Mohammed. "The Role of Administrative Leadership in Supporting Culture of Quality and Excellence Based on Kaqa Excellence Model: An Implementation Study." Journal of Business and Management Studies 4, no. 1 (2022): 91–106. http://dx.doi.org/10.32996/jbms.2022.4.1.12.

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Based on the King Abdullah Quality Award (KAQA) excellence model, this study seeks to understand management leadership's role in supporting quality and excellence. The study applied in Saudi Electricity Company, estimated to have (33957) employees in all Saudi Arabian branches (KSA). The current study used a constructed questionnaire with 32 items spanning six dimensions. The first dimension assesses management leadership's role in determining the company's strategic direction, while the second assesses management leadership’s role in monitoring the management system and institutional performa

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3

Arokiasamy, Anantha Raj A., and Massoud Moslehpour. "AN EXAMINATION OF THE IMPACT OF ETHICAL LEADERSHIP ON INDIVIDUAL CREATIVITY AND ORGANIZATIONAL INNOVATIONS IN THE ICT INDUSTRY IN VIETNAM." Humanities & Social Sciences Reviews 9, no. 3 (2021): 540–52. http://dx.doi.org/10.18510/hssr.2021.9355.

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Purpose of the study: In the present study, information was obtained from 245 Information and Communication Technology (ICT) organizations from Vietnam using a market-oriented criterion to assess individual creativity, ethical leadership, and organizational innovation. Methodology: The absolute, as well as intended influences of ethical leaderships over the creativities along with innovations, were investigated using modelling that is multilevel plus tiered regressions analysis. We also tested the direct and indirect effects of ethical leadership on creativity and innovation using multil

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4

Nanjundeswaraswamy, T. S., P. Nagesh, Sindu Bharath, and K. M. Vignesh. "Leadership theories and styles—A systematic literature review and the narrative synthesis." Human Resources Management and Services 6, no. 3 (2024): 3477. http://dx.doi.org/10.18282/hrms.v6i3.3477.

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This paper explores diverse conceptualizations of leadership, emphasizing its profound impact on individuals and organizations. Leadership’s influence on followers’ daily lives, necessitating adaptation to modern complexities. Various theories offer distinct perspectives: distributed leadership emphasizes shared expertise. While charismatic leadership focuses on vision alignment. Authentic leadership promotes ethical climates, while Emotional Intelligence theory emphasizes emotional competencies. Ethical leadership underscores moral conduct. Five Domains Leadership highlights talent management

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Chua, Shireen Wei Yuin, Peter YT Sun, and Paresha Sinha. "Making sense of cultural diversity’s complexity: Addressing an emerging challenge for leadership." International Journal of Cross Cultural Management 23, no. 3 (2023): 635–59. http://dx.doi.org/10.1177/14705958231214623.

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The growing complexity of cultural diversity within organizations’ workforce today requires leadership to find new organizational approaches to diversity management. Today’s workforce are seeking a different management approach where the staff experience inclusion and belonging whilst contributing to the organization’s purpose. The current organizational approaches to diversity management have not been successful in delivering on the promised outcomes (e.g., creativity and innovation) that leadership seeks. Leadership’s role is critical to developing organizational approaches to diversity mana

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Misbahuddin, Misbahuddin, and Mohamad Syamsul Maarif. "The linkage between leadership style of project manager and project performance: Evidence from telecommunication industry." Journal of Project Management 9, no. 3 (2024): 163–82. http://dx.doi.org/10.5267/j.jpm.2024.6.001.

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This research analyses how different leadership styles affect project managers in the telecommunications sector, focusing on transactional and transformational leadership's direct effects on project performance. Ambidextrous Leadership's role as a mediator is explored alongside the influence of Project Management approaches (Waterfall, Agile, Hybrid) and Project Manager Certifications. Data from 224 Project Managers in 77 Indonesian telecom companies was examined using Structural Equation Modelling Partial Least Square (SEM PLS). The findings indicate that Transactional and Transformational Le

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BROOKSJR, C. "Leadership, leadership, wherefore art thou leadership?" Respiratory Care Clinics 10, no. 2 (2004): 157–71. http://dx.doi.org/10.1016/j.rcc.2004.01.002.

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8

Chamboredon, Patrick, Nathalie Depoire, Brigitte Lecointre, and Christophe Debout. "Leadership professionnelProfessional leadership." Soins 64, no. 840 (2019): 31–34. http://dx.doi.org/10.1016/j.soin.2019.09.020.

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9

Sathi Akter, Md Ramjan Ali, Md. Mokit-Ul Hafiz, and S M Al Imran. "Transformational Leadership For Inclusive Business And Their Social Impact On Bottom Of The Pyramid (Bop) Populations." Journal Of Creative Writing (ISSN-2410-6259) 8, no. 3 (2024): 107–25. https://doi.org/10.70771/jocw.134.

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The goal of the present study is to probe into the essential role of transformational leadership and diversity in culture for the successful implementation of business models aiming at the Bottom of the Pyramid (BoP).Inclusive businesses seek to alleviate poverty. This is done by integrating people from BOP backgrounds as consumers, suppliers, or distributors of companies producing goods; it cares for economic empowerment and social fairness. This research uses transformational leadership theory and cultural dimensions theory for its analysis. Leadership practices are measured, as well the imp

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10

Oh, Suyeon, Sungyeop Kim, and Sungmin Park. "An Empirical Study on the Relationship between Hybrid Work Satisfaction, Leadership, and Performance in Government Organizations: With a focus on the Mediating Effect of Job Characteristics." Korean Association of Governance Studies 32, no. 3 (2022): 1–38. http://dx.doi.org/10.26847/mspa.2022.32.3.1.

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Government agencies are changing their working methods through COVID-19 and digital conversion. Through the structural equation model (SEM), this study investigated the relationship between hybrid work satisfaction, leadership's effect on performance, and performance through job characteristics. This study demonstrated that hybrid work satisfaction had a positive effect on both work performance and organizational performance. In the case of leadership, transactional leadership had a positive effect on organizational performance but a negative effect on individual job performance, and transform

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11

Saleem, Farida, Yingying Zhang Zhang, C. Gopinath, and Ahmad Adeel. "Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust." SAGE Open 10, no. 1 (2020): 215824401990056. http://dx.doi.org/10.1177/2158244019900562.

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Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms’ sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of

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12

Thude, Bettina Ravnborg, Svend Erik Thomsen, Egon Stenager, and Erik Hollnagel. "Dual leadership in a hospital practice." Leadership in Health Services 30, no. 1 (2017): 101–12. http://dx.doi.org/10.1108/lhs-09-2015-0030.

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Purpose Despite the practice of dual leadership in many organizations, there is relatively little research on the topic. Dual leadership means two leaders share the leadership task and are held jointly accountable for the results of the unit. To better understand how dual leadership works, this study aims to analyse three different dual leadership pairs at a Danish hospital. Furthermore, this study develops a tool to characterize dual leadership teams from each other. Design/methodology/approach This is a qualitative study using semi-structured interviews. Six leaders were interviewed to clari

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13

Luria, Gil, Allon Kahana, Judith Goldenberg, and Yair Noam. "Leadership Development: Leadership Emergence to Leadership Effectiveness." Small Group Research 50, no. 5 (2019): 571–92. http://dx.doi.org/10.1177/1046496419865326.

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This study aimed to understand how leadership effectiveness of the trainer in a leadership development program can influence emerging leaders’ development and effectiveness. We hypothesized that the trainer’s leadership effectiveness would be a boundary condition. In this two year longitudinal field study, military cadets’ leadership effectiveness from their emergence as informal peer leaders during basic training through the officer training course (OTC) to their formal leadership roles as active duty officers was followed. The sample included 854 cadets and their 72 trainers. We found that c

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14

Kim, Minseong, Nancy D. Albers, and Tami L. Knotts. "Academic Success through Engagement and Trust Fostered by Professor Leadership Style." Education Sciences 13, no. 6 (2023): 537. http://dx.doi.org/10.3390/educsci13060537.

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This study focused on professor leadership styles and investigated the impacts of various leadership characteristics on student academic performance as well as students’ perceptions of class engagement and trust toward a professor. Using multiple leaderships styles to estimate a model of the relationship between faculty leadership styles and student outcomes provides for a broader view compared to previous research. The empirical results indicated that student perception of class engagement was significantly influenced by a professor’s emotional leadership, Pygmalion leadership, and charismati

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15

Nugroho, Dwi, and Abdul Rachman. "GABUNGAN KEPEMIMPINAN KENABIAN (LI) DENGAN KEPEMIMPINAN KI HAJAR DEWANTARA (L2) UNTUK MENINGKATKAN HASIL REFORMASI BIROKRASI." BEduManageRs Journal 2, no. 1 (2021): 1–5. http://dx.doi.org/10.30872/bedu.v2i1.586.

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The combined of prophetic leadership and trilogy leadership concepts called as neo- prophetic leadership. The neo-prophetic leadership covers prophets characteristics and Dewantara’steachings. The combining two leaderships models -then become L1L2- is believed able to increaseresult of bureaucratic reformation. The combination referred to descriptive and prescriptive theorieswhich were developed from theoretical and empirical perspectives. In this writing, L1 as a symbol of Prophetic Leadership, and L2 as a symbol of Dewantara’s Leadership which he is abringer of leadership trilogy teachings.

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Dwi Nugroho Hidayanto. "A COMBINATION PROPHETIC LEADERSHIP (LI) WITH KI HAJAR DEWANTARA LEADERSHIP (L2) TO INCREASE BUREAUCRATIC REFORMATION RESULTS." JIPOWER : Journal of Intellectual Power 1, no. 1 (2023): 57–64. https://doi.org/10.63786/jipower.v1i1.3.

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The combined of prophetic leadership and trilogy leadership concepts called as neo-prophetic leadership. The neo-prophetic leadership covers prophets characteristics and Dewantara’s teachings. The combining two leaderships models -then become L1L2- is believed able to increase result of bureaucratic reformation. The combination referred to descriptive and prescriptive theories which were developed from theoretical and empirical perspectives. In this writing, L1 as a symbol of Prophetic Leadership, and L2 as a symbol of Dewantara’s Leadership which he is a bringer of leadership trilogy teaching

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17

Lindert, Lara, Sabrina Zeike, Kyung-Eun (Anna) Choi, and Holger Pfaff. "Transformational Leadership and Employees’ Psychological Wellbeing: A Longitudinal Study." International Journal of Environmental Research and Public Health 20, no. 1 (2022): 676. http://dx.doi.org/10.3390/ijerph20010676.

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Managers play a key role in realizing a humane organization of work. Transformational leadership aims to identify and examine leadership behaviors that strengthen employees’ awareness of the importance and values of task outcomes by articulating a vision for the future, providing a realistic action plan, and giving individualized support. Previous studies have revealed associations between transformational leadership and the psychological wellbeing of employees in different settings, while others did not find such associations. As research based on longitudinal data remains rare, this study bu

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18

Mohamed, Fazleen, and Dr Siti Noor Ismail. "The Concept and Model of Strategic Leadership and Its Importance in Increasing School Achievement." JOURNAL OF SOCIAL SCIENCE RESEARCH 12, no. 1 (2018): 2568–74. http://dx.doi.org/10.24297/jssr.v12i1.6995.

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Strategic leadership is one of the leaderships practiced by school organizations today. Organizational capabilities and individual characteristics are two key components of strategic leadership that are indispensable to ensure that this strategic leadership can be realized effectively in schools. This article discusses the concept of strategic leadership, domain and elements and theories related to strategic leadership. In addition, this study also attempts to highlight Davies and Davies 2004 strategic leadership model which has nine elements under two key components of strategic leadership i.

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19

Raelin, Joseph A., Stephen Kempster, Howard Youngs, Brigid Carroll, and Brad Jackson. "Practicing leadership-as-practice in content and manner." Leadership 14, no. 3 (2018): 371–83. http://dx.doi.org/10.1177/1742715017752422.

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A collective and collaborative response to an article appearing in Leadership’s “Leading Questions” department is prepared by a team subscribing to the leadership-as-practice approach. The focus is to represent the manner in which leadership-as-practice operates as a leadership theory and in its communal practice orientation. Among the themes addressed are leadership-as-practice’s theory development, its contribution in comparison to critical leadership theory, its approach to power, and its practicality. Emerging issues in leadership-as-practice theory and application are also reviewed.

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20

Farrell, Maggie. "Leadership Reflections: Leadership Paradoxes." Journal of Library Administration 58, no. 2 (2018): 166–73. http://dx.doi.org/10.1080/01930826.2017.1412712.

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Farrell, Maggie. "Leadership Reflections: Parent Leadership." Journal of Library Administration 58, no. 6 (2018): 597–604. http://dx.doi.org/10.1080/01930826.2018.1491187.

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22

Piasecka, Alison. "Not “Leadership” but “leadership”." Industrial and Commercial Training 32, no. 7 (2000): 253–56. http://dx.doi.org/10.1108/00197850010379802.

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23

Leonard, Edward E., and Wanda Maulding Green. "Leadership and Leadership Intelligence." Journal of School Leadership 29, no. 4 (2019): 295–315. http://dx.doi.org/10.1177/1052684619845697.

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Lawless, Anne. "Leadership Leadership for Change." AORN Journal 49, no. 2 (1989): 662. http://dx.doi.org/10.1016/s0001-2092(07)66693-9.

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Saadi, Ibraheem A., Zaid T. Sawadi, and Qusay H. Al-Salami. "An Evaluation Study on Leadership Styles and its Impact on Academic Employees’ Job Satisfaction (Private Iraqi Universities as an Example)." Journal Port Science Research 6, no. 3 (2023): 240–50. http://dx.doi.org/10.36371/port.2023.3.6.

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Research confirms leadership's significant influence on employee retention and satisfaction via effective communication, fostering relationships that impact performance and loyalty. This study analyzes leadership styles in two Iraqi private universities, using quantitative methods and SPSS 26. Results show autocratic leadership dominance at (A) university and democratic leadership at (B) university, leading to substantial differences in employee job satisfaction. In summary, autocratic leadership negatively affects job satisfaction at (A) university, while democratic leadership positively impa

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Lee, ChulHee, KangHyun Shin, and Changgoo Heo. "The effect of Transformational Leadership and Transactional Leadership on Work Engagement." Korean Journal of Industrial and Organizational Psychology 25, no. 1 (2012): 147–69. http://dx.doi.org/10.24230/kjiop.v25i1.147-169.

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This study was conducted to identify the effects of transformational leadership and transactional leadership on work engagement in a sample of 156 employees from major company. The present study also attempted to find out the mediating effect of psychological capital on the relationship and to investigate transformational leadership's augmentation effect on psychological capital and work engagement. The results showed that both transformational leadership and transactional leadership elevated levels of work engagement and these effects were found to be partially mediated by psychological capit

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Tortorella, Guilherme, and Flávio Fogliatto. "Implementation of lean manufacturing and situational leadership styles." Leadership & Organization Development Journal 38, no. 7 (2017): 946–68. http://dx.doi.org/10.1108/lodj-07-2016-0165.

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Purpose The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company. Design/methodology/approach To achieve that, the authors propose a method that combines information from two sources in three major steps. First, using opinions from experts on lean implementation from an activity sector of interest the authors determine leadership styles that best suit each phase of the LM roadmap for that sector. Next, the authors analyze a specific company within the activity sector to determine: at which lean roadm

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Son, Joo-young, Ji-young Park, Eun-kyung Lee, Eun-wha Lee, and Su-mi Choi. "The Mediating Effect of Social Support on the Relationship between Self Leadership and Resilience of University Students: In the COVID-19 Pandemic Situation." Korean Association For Learner-Centered Curriculum And Instruction 22, no. 16 (2022): 233–49. http://dx.doi.org/10.22251/jlcci.2022.22.16.233.

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Objectives This study examines the structural relationship between self-leadership, social support, and resilience of college students in the Covid-19 situation and aims to verify the mediation effect of social support on the effect of self-leadership on resilience. Methods For this study, online survey data collected from male and female college students at K University in Seoul were analyzed using SPSS and AMOS. Descriptive statistics, exploratory factor analysis and reliability verification were conducted to confirm the normality between the measured variables and the validity and reliabili

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Chien, Chin-Wen. "Taiwanese elementary school English teachers' perception of teacher leadership." Research in Education 108, no. 1 (2018): 46–61. http://dx.doi.org/10.1177/0034523718809390.

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This study used documents, interviews, and questionnaires to explore 10 Taiwanese elementary school English teachers’ perceptions of teacher leaders and leadership and to what extent their background influenced their perceptions of leadership. The conceputal framework was developed based on the component of teacher leaderships, principles for leadership and domains of leaderships. The study had the following major findings. First, participants unanimously agreed on the perceptions of leaders in terms of teaching as an important profession, the influence of institutions on teacher leaders, and

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Cole, Alistair. "Studying Political Leadership: The Case of François Mitterrand." Political Studies 42, no. 3 (1994): 453–68. http://dx.doi.org/10.1111/j.1467-9248.1994.tb01688.x.

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The study of political leadership, in France and elsewhere, must be appreciated in terms of the interaction between leadership resources (personal and positional) on the one hand, and environmental constraints and opportunities on the other. This article proposes a general framework for appraising comparative liberal democratic political leaderships. It illustrates the possibilities of the framework by evaluating the political leadership of the French President François Mitterrand.

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Wang, Jue, Hae-Ryong Kim, and Byung-Jik Kim. "From Ethical Leadership to Team Creativity: The Mediating Role of Shared Leadership and the Moderating Effect of Leader–Member Exchange Differentiation." Sustainability 13, no. 20 (2021): 11280. http://dx.doi.org/10.3390/su132011280.

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Alongside ethical leadership’s effectiveness on team creativity, the superiority of shared leadership has been emphasized in the literature. Based on role theory, social information processing theory, and allocation preferences theory, this study suggests that shared leadership functions as a critical intermediating mechanism to explain the influence of ethical leadership on team-level creativity. Moreover, the dispersion value of leader–member exchange (LMXD) moderates the influence of ethical leadership on shared leadership. To empirically test our hypotheses, this paper used multisource sam

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Gebczynski, Maciej, and Benjamin Kutsyuruba. "Veteran Teachers’ Perceptions of Principals’ Leadership Influence on School Culture." International Journal for Leadership in Learning 22, no. 1 (2022): 265–304. http://dx.doi.org/10.29173/ijll13.

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School leadership and organizational culture both play an influential role in student success and academic achievement. Because school cultures consist of levels that are explicit (easily observable manifestations) and implicit (taken-for-granted, underlying assumptions), veteran teachers usually have deeper understandings of school cultures. This paper describes a qualitative study that examined veteran teachers’ perceptions of school principals’ leadership influence on school culture within the secondary school setting in Ontario. Upon reviewing the relevant literature and methodological und

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Rezeki Putra Gulo. "Signifikansi Teladan Musa Dan Aplikasi Bagi Pemimpin Organisasi." Sinar Kasih: Jurnal Pendidikan Agama dan Filsafat 1, no. 2 (2023): 82–97. http://dx.doi.org/10.55606/sinarkasih.v1i2.112.

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The example of Moses' leadership has become a reflection of contemporary Christian leadership, especially for organizational leadership. Today, some organizational leaderships are trapped in unhealthy leadership which results in unwanted events, one example being corruption, running away from calls, being less responsible, and being more concerned with personal needs. Avoiding events like this, today's organizational leadership wants to have complete self-integrity, missionary, obedient to God, responsible, loyal, and prioritizes the needs of others in leading the organization. The method used

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McKie, David, and Paul Willis. "Advancing tendencies? PR leadership, general leadership, and leadership pedagogy." Public Relations Review 41, no. 5 (2015): 628–35. http://dx.doi.org/10.1016/j.pubrev.2014.02.020.

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Chapparamani, Dr Kirthi F., and Prof Dhruva B. Jyothi. "Review of Literature on Leadership and Leadership Qualities." Indian Journal of Applied Research 4, no. 2 (2011): 7–9. http://dx.doi.org/10.15373/2249555x/feb2014/169.

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PANAIT, Cristian. "DEVELOPING LEADERSHIP SKILLS. IDENTIFYING LEADERSHIP QUALITIES AND ATTRIBUTES." Review of the Air Force Academy 15, no. 1 (2017): 167–72. http://dx.doi.org/10.19062/1842-9238.2017.15.1.22.

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Faleh Alharbi, Mohammad, and Ghulam Muhammad Kundi. "Servant leadership and leadership effectiveness in healthcare institutions." Problems and Perspectives in Management 21, no. 3 (2023): 361–72. http://dx.doi.org/10.21511/ppm.21(3).2023.29.

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The significance of leadership in the healthcare sector has been increasingly recognized in recent times. It is now widely acknowledged as a crucial determinant of patient security, clinical treatment quality, and the overall healthcare culture prevailing in the community. The purpose of the present study is to analyze the moderating effect of cognitive style indicator on the relationship between servant leadership style and leadership effectiveness. Mix method explanatory sequential research design was used to collect data. AMOS SEM was run for data analysis, and development of measurement an

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Hoerul Ansori. "Solusi Gaya Kepemimpinan Pendidikan Islam di Era Modern." AL-FAHIM: Jurnal Manajemen Pendidikan Islam 1, no. 2 (2019): 70–89. http://dx.doi.org/10.54396/alfahim.v1i2.59.

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Educational leadership in the modern era like today, there are still many who crave good leadership and can create a conducive environment between superiors as the head and the person in charge, along with subordinates as executors of the task. To create a good leadership, one must have a leader who is a master and expert in the science of leadership, so that the institution being led can succeed by achieving the goals that were targeted from the start. To present a good educational leadership and create a conducive atmosphere in the modern era as it is today, the things that must be done are

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Gurr, David, and Lawrie Drysdale. "System Leadership and School Leadership." Research in Educational Administration & Leadership 3, no. 2 (2018): 207–29. http://dx.doi.org/10.30828/real/2018.2.4.

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Efianda, Angela, and Iswahyuni Iswahyuni. "Political Leadership and Transactional Leadership." International Journal of Multicultural and Multireligious Understanding 8, no. 9 (2021): 238. http://dx.doi.org/10.18415/ijmmu.v8i9.3020.

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Leadership is the activity to influences others in order to guide them towards a certain goal (Miftah Thoha, 2013; 121). A leader is someone with capabilities and advantages so that they can influences and guides others to work together for a similar goal. Political leadership covers a wide range of topics due to how a country are constituted by structures designed to run it. Transactional leadership occurs because by default leadership is a form of social control between the leader and its subordinates. Transactional leadership or often called transactional politics has become its own problem

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Wood, Robert, and Bichen Guan. "Leadership Signatures and Leadership Emergence." Academy of Management Proceedings 2021, no. 1 (2021): 14280. http://dx.doi.org/10.5465/ambpp.2021.14280abstract.

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Brooks, Janine. "Intelligent leadership and leadership skills." BDJ In Practice 35, no. 1 (2022): 16–18. http://dx.doi.org/10.1038/s41404-021-1005-z.

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Chung, Anyi, I‐Heng Chen, Amber Yun‐Ping Lee, Hsien Chun Chen, and Yingtzu Lin. "Charismatic leadership and self‐leadership." Journal of Organizational Change Management 24, no. 3 (2011): 299–313. http://dx.doi.org/10.1108/09534811111132703.

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Southworth, Geoff, and Heather Du Quesnay. "School Leadership and System Leadership." Educational Forum 69, no. 2 (2005): 212–20. http://dx.doi.org/10.1080/00131720508984685.

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Redeker, Marleen, Reinout E. de Vries, Danny Rouckhout, Patrick Vermeren, and Filip de Fruyt. "Integrating leadership: The leadership circumplex." European Journal of Work and Organizational Psychology 23, no. 3 (2012): 435–55. http://dx.doi.org/10.1080/1359432x.2012.738671.

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Buenar Puplampu, Bill. "Leadership asengagement, leadership assystem development." European Business Review 22, no. 6 (2010): 624–51. http://dx.doi.org/10.1108/09555341011082925.

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Kelly, Simon, Marian Iszatt White, Dave Martin, and Mark Rouncefield. "Leadership Refrains: Patterns of Leadership." Leadership 2, no. 2 (2006): 181–201. http://dx.doi.org/10.1177/1742715006062934.

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Gerhard Huber, Stephan. "School leadership and leadership development." Journal of Educational Administration 42, no. 6 (2004): 669–84. http://dx.doi.org/10.1108/09578230410563665.

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Wieringa, G. "The leadership challenge to leadership." Clinica Chimica Acta 493 (June 2019): S739—S740. http://dx.doi.org/10.1016/j.cca.2019.03.1434.

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Marsh, Marcia. "Leadership and Leading: Leadership Challenges." American Review of Public Administration 36, no. 4 (2006): 382–84. http://dx.doi.org/10.1177/0275074006293632.

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