Open Access. Powered by Scholars. Published by Universities.®
- Institution
-
- Walden University (27)
- Case Western Reserve University (8)
- Southeastern University (7)
- University of Nebraska - Lincoln (7)
- Liberty University (4)
-
- Marshall University (3)
- Old Dominion University (3)
- Antioch University (2)
- Edith Cowan University (2)
- Florida Institute of Technology (2)
- The University of San Francisco (2)
- UMass Global (2)
- University of South Florida (2)
- Eastern Illinois University (1)
- Embry-Riddle Aeronautical University (1)
- Fort Hays State University (1)
- Gonzaga University (1)
- Illinois Math and Science Academy (1)
- James Madison University (1)
- Munster Technological University (1)
- Northern Illinois University (1)
- Pepperdine University (1)
- Pittsburg State University (1)
- Regis University (1)
- SUNY Buffalo State University (1)
- University of Massachusetts Boston (1)
- University of Mississippi (1)
- University of Missouri, St. Louis (1)
- University of Nebraska at Omaha (1)
- University of Nevada, Las Vegas (1)
- Keyword
-
- Leadership (38)
- Management (9)
- Transformational leadership (8)
- E-leadership (4)
- Servant leadership (4)
-
- Sustainability (4)
- Virtual teams (4)
- Collaboration (3)
- Trust (3)
- Authentic leadership (2)
- Business administration (2)
- Case study (2)
- Change management (2)
- Communication (2)
- Decision making (2)
- Effectiveness (2)
- Empowerment (2)
- Ethics (2)
- Executive leadership (2)
- First-line supervisor (2)
- Governance (2)
- Higher education (2)
- Job satisfaction (2)
- LMX (2)
- Lead agency (2)
- Leaders (2)
- Leadership Style (2)
- Leadership development (2)
- Motivation (2)
- Network (2)
- Publication Year
- Publication
-
- Walden Dissertations and Doctoral Studies (23)
- Student Scholarship (8)
- PhD in Organizational Leadership (5)
- Department of Management: Faculty Publications (4)
- Doctoral Dissertations and Projects (4)
-
- Theses and Dissertations (4)
- International Journal of Applied Management and Technology (3)
- Antioch University Dissertations & Theses (2)
- Dissertations (2)
- Doctoral Dissertations (2)
- Engineering Management & Systems Engineering Theses & Dissertations (2)
- Management Faculty Publications (2)
- Theses, Dissertations and Capstones (2)
- USF Tampa Graduate Theses and Dissertations (2)
- CORE (1)
- Communication & Leadership Dissertations and Theses (1)
- Creativity and Change Leadership Graduate Student Master's Projects (1)
- Critical and Creative Thinking Capstones Collection (1)
- Department of Agricultural Leadership, Education, and Communication: Dissertations, Theses, and Student Research (1)
- Doctor of Ministry (DMin) (1)
- Electronic Theses and Dissertations (1)
- European Management Studies (1)
- Graduate Research Theses & Dissertations (1)
- Journal of Sustainable Social Impact (1)
- Journal of the North American Management Society (1)
- KNEA 50th Anniversary (1)
- Libraries (1)
- Management Faculty Research (1)
- Marketing and Management Faculty Publications (1)
- McNair Scholars Research Journal (1)
- Publication Type
- File Type
Articles 91 - 92 of 92
Full-Text Articles in Entire DC Network
Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May
Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May
Department of Management: Faculty Publications
The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. Although we have a number of articles developing the theory of authentic leadership and testing propositions that will appear in a forthcoming special issue of The Leadership Quarterly (Vol. 16, Issue 3, 2005), the focus of this article is to provide some of the initial foundation work for the broader theoretical framework of how authentic leaders influence follower attitudes, behaviors, and performance. Here, we draw from positive organizational behavior, trust, hope, emotion, identification, and identity theories to describe the processes …
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Department of Management: Faculty Publications
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced hy training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.