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Refinado por: assunto: Management remover
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Scholarly leadership of the study of leadership: A review of The Leadership Quarterly's second decade, 2000–2009
Scholarly leadership of the study of leadership: A review of The Leadership Quarterly's second decade, 2000–2009
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Scholarly leadership of the study of leadership: A review of The Leadership Quarterly's second decade, 2000–2009

Gardner, William L. ; Lowe, Kevin B. ; Moss, Todd W. ; Mahoney, Kevin T. ; Cogliser, Claudia C.

The Leadership quarterly, 2010-12, Vol.21 (6), p.922-958 [Periódico revisado por pares]

Oxford: Elsevier Inc

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2
Business evolves, leadership endures leadership traits that stand the test of time
Business evolves, leadership endures leadership traits that stand the test of time
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Business evolves, leadership endures leadership traits that stand the test of time

Andrea Redmond Charles Tribbett; Bruce Kasanoff

Westport, CT Easton Studio Press c2004

Localização: FEA - Fac. Econ. Adm. Contab. e Atuária    (658.4092 R318b )(Acessar)

3
Instrumental leadership: Measurement and extension of transformational–transactional leadership theory
Instrumental leadership: Measurement and extension of transformational–transactional leadership theory
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Instrumental leadership: Measurement and extension of transformational–transactional leadership theory

Antonakis, John ; House, Robert J.

The Leadership quarterly, 2014-08, Vol.25 (4), p.746-771 [Periódico revisado por pares]

Oxford: Elsevier Inc

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4
Knowing but Not Enacting Leadership: Navigating the Leadership Knowing–Doing Gap in Leveraging Leadership Development
Knowing but Not Enacting Leadership: Navigating the Leadership Knowing–Doing Gap in Leveraging Leadership Development
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Knowing but Not Enacting Leadership: Navigating the Leadership Knowing–Doing Gap in Leveraging Leadership Development

Ahmadi, Amal ; Vogel, Bernd

Academy of Management learning & education, 2023-09, Vol.22 (3), p.507-530 [Periódico revisado por pares]

Briarcliff Manor: Academy of Management

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5
Upbeat leadership: A recipe for – or against – “successful” leadership studies
Upbeat leadership: A recipe for – or against – “successful” leadership studies
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Upbeat leadership: A recipe for – or against – “successful” leadership studies

Alvesson, Mats

The Leadership quarterly, 2020-12, Vol.31 (6), p.101439, Article 101439 [Periódico revisado por pares]

Oxford: Elsevier Inc

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6
Leadership Models in Health Care—A Case for Servant Leadership
Leadership Models in Health Care—A Case for Servant Leadership
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Leadership Models in Health Care—A Case for Servant Leadership

Trastek, Victor F., MD ; Hamilton, Neil W., JD ; Niles, Emily E., BS, JD

Mayo Clinic proceedings, 2014-03, Vol.89 (3), p.374-381 [Periódico revisado por pares]

England: Elsevier Inc

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7
Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes
Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes
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Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes

van Dierendonck, Dirk ; Stam, Daan ; Boersma, Pieter ; de Windt, Ninotchka ; Alkema, Jorrit

The Leadership quarterly, 2014-06, Vol.25 (3), p.544-562 [Periódico revisado por pares]

Oxford: Elsevier Inc

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8
Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis
Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis
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Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis

Hoch, Julia E. ; Bommer, William H. ; Dulebohn, James H. ; Wu, Dongyuan

Journal of management, 2018-02, Vol.44 (2), p.501-529 [Periódico revisado por pares]

Los Angeles, CA: SAGE Publications

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9
Relational leadership
Relational leadership
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Relational leadership

Cunliffe, Ann L ; Eriksen, Matthew

Human relations (New York), 2011-11, Vol.64 (11), p.1425-1449 [Periódico revisado por pares]

London, England: SAGE Publications

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10
Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings
Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings
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Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings

Epitropaki, Olga ; Sy, Thomas ; Martin, Robin ; Tram-Quon, Susanna ; Topakas, Anna

The Leadership quarterly, 2013-12, Vol.24 (6), p.858-881 [Periódico revisado por pares]

Oxford: Elsevier Inc

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Deste Autor:

  1. Blanchard, K
  2. Fiedler, F
  3. Hersey, P
  4. Estelita Campos, W
  5. Goleman, D

Neste Assunto:

  1. Management
  2. Management
  3. Social Sciences
  4. Business & Economics
  5. Leadership

  • Realização: ABCD-USP USP   Logos de Redes Sociais: Freepik

Buscando em bases de dados remotas. Favor aguardar.