Abetti, P. (1997). Convergent and divergent
technological and market strategies for global leadership. International
Journal of Technology Management, 14(6-8), 635-657.
Abzug, R., & Phelps, S. (1998). Everything
old is new again: Barnard's legacy - lessons for participative leaders.
Journal of Management Development, 17(3), 207-218.
Adair, J. (1973). Action-Centred
Leadership. New York: McGraw-Hill.
Alvesson, M.
and Sveningsson, S. (2003a) ‘The great disappearance act: difficulties in
doing leadership’. Leadership Quarterly, 14: 359-381
Alvesson,
M. and Sveningsson, S., (2003c) ‘Managers doing leadership: the extra
ordinarization of the mundane’. Human Relations, 56(12): 1435-1459
Barker, R.
(1997) ‘How can we train leaders if we don’t know what leadership is?’
Human Relations, 50: 343-362
Barker, R.A. (2001) 'The nature of leadership'. Human Relations, 54(4):
469-494.
Barnett, T., & Shubert, E. (2002).
Perceptions of the Ethical Work Climate and Covenantal Relationships.
Journal of Business Ethics, 36, 279-290.
Bass, B. M., & Avolio, B. (Eds.). (1994).
Improving Organizational Effectiveness Through Transformational Leadership.
Thousand Oaks, CA: Sage.
Bennett, N., Wise, C., Woods, P., & Harvey,
J. (2003). Distributed Leadership. Nottingham: National College
for School Leadership.
Bennis, W., & Nanus, B. (1985). Leaders:
The strategies for taking charge. New York: Harper & Row.
Blake, R., & Mouton, J. (1964). The
managerial grid. Houston: Gulf Publishing.
Blanchard, K. H., & Johnson, S. (1983).
The One Minute Manager. London:
Fontana/Collins.
Boyatzis, R. (1982). The Competent Manager.
New York: John Wiley.
Bresnan, M.J. (1995) 'All things to all
people? Perceptions, Attributions and Constructions of Leadership'.
Leadership Quarterly, 6(4): 495-513.
Bryman, A. (1986). Leadership and
Organizations. London: Routledge & Kegan Paul.
Bryman, A. (1992). Charisma and Leadership
in Organizations. London: Sage.
Burns, J. (1978). Leadership. New
York: Harper Row.
Calder, B.J. (1977) 'An attribution theory of leadership'. In B.M. Staw and
G.R. Salancik (eds.) New Directions in Organizational Behavior.
Chicago, Il: St. Clair Press.
Chaleff, I.
(1995). The Courageous Follower: Standing up to and for our leaders.
San Fransisco: Berrett-Koehler.
Conger, J., & Kanungo, R. (1987). Towards a
behavioral theory of charismatic leadership in organizational settings.
Academy of Management Review, 12,
637-647.
Conger, J., & Kunungo, R. (1988). The
empowerment process: Integrating theory and practice.
Academy of Management Review, 13(3),
471-282.
Couillard, D., & Lapierre, J. (2003).
Leadership, learning and resources for the high-tech firm: an integrated view
of technology management. International Journal of Technology Management,
26(7), 767-787.
Edwards, R. (1979). Contested Terrain: The
Transformation of the Workplace in the Twentieth Century. New York: Basic
Books.
Fiedler, F. (1964). A contingency model of
leadership effectiveness. In L. Berkowitz (Ed.), Advances in experimental
social psychology (pp. 149-190). New York: Academic Press.
Fraser, C. (1978). Small groups: structure
and leadership. In H. Tajfel & C. Fraser (Eds.), Introducing Social
Psychology (pp. 176-200). Harmondsworth: Penguin Books.
Gemmill, G. & Oakley, J. (1992) ‘Leadership: An alienating social myth?’
Human Relations, vol.45, no.2, p.113
Grint, K. (1997). Leadership: Classical,
Contemporary and Critical Approaches. Oxford: Oxford University
Press.
Grint, K. (Forthcoming) Leadership Ltd. Basingstoke: Palgrave
Macmillan.
Halpin, A., & Winer, B. (1957). A factorial
study of the leader behavior descriptions. In R. Stogdill & A. Coons (Eds.),
Leader behavior: Its description and measurement. Columbus: Bureau of
Business Research, Ohio State University.
Hemphill, J., & Coons, A. (1957). Development
of the leader behavior description questionnaire. In R. Stogdill & A. Coons
(Eds.), Leader behavior: Its description and measurement. Columbus:
Bureau for Business Research, Ohio State University.
Hersey, P., & Blanchard, K. (1984). The
Management of Organizational Behavior (4th ed.). Englewood Cliffs, NJ:
Prentice Hall.
House, R. (1971). A path-goal theory of
leader effectiveness. Administrative Science Quarterly, 16, 321-339.
House, R., & Mitchell, T. (1974). Path-goal
theory of leadership. Contemporary Business, 3, 81-98.
Katz, D., Maccoby, N., & Morse, N. (1950).
Productivity, supervision, and morale in an office situation. Ann Arbor, MI: Institute for Social Research.
Kelley, R. (1992). The Power of
Followership: How to create leaders people want to follow and followers who
lead themselves. New York: Doubleday Currency.
Kotter, J. (1990). A Force for Change: How
leadership differs from management. New York: Free Press.
Lord, R., & Maher, K. (1991). Leadership
and Information Processing: Linking Perceptions and Performance. Cambridge, MA: Unwin Hyman.
Mintzberg, H. (1975). The manager's job:
folklore and fact. Harvard Business Review, 55(4), 49-61.
Mintzberg, H. (1973) The Nature of Managerial Work. New York: Harper
and Row.
