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Wednesday, December 7, 2016

Main reference recommended for Thesis about LEADERSHIP

Roger J. Givens (2008). Transformational Leadership: The Impact on Organizational and Personal Outcomes. Regent University. Emerging Leadership Journeys, Vol. 1 Iss. 1, 2008, pp. 4-24© 2008 School of Global Leadership & Entrepreneurship, Regent University.


There are many recent references at the last pages of his thesis which is suit to your thesis hopefully ...................

Thank you very much to Sir Roger J Givens (Givens, 2008) for his contribution to your thesis....


SOME REFERENCES WHICH MAY NEEDED FOR YOUR THESIS IN HIS PAGE ARE;

Aarons, G. A. (2006). Transformational and transactional leadership: Association with attitudes toward evidence-based practice. Psychiatric Services, 57(8), 1162-1169. 

Ackfeldt, A. L., & Leonard, V. C. (2005). A study of organizational citizenship behaviors in a retail setting. Journal of Business Research, 58, 151-159.

Boerner, S., Eisenbeiss, S. A., & Griesser, D. (2007). Follower behavior and organizational performance: The impact of transformational leaders. Journal of Leadership & Organizational Studies, 13(3), 15-26. 

Bolino, M. C., Turnley, W. H., & Bloodgood, J. M. (2002). Citizenship behavior and the creation of social capital in organizations. Academy of Management Review, 27, 505-523. 

Bono, J., & Judge, T. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leadership. Academy of Management Journal, 46, 554-571

Dionne, S. D., Yammarino, F. J., Atwater, L. E., & Spangler, W. D. (2004). Transformational leadership and team performance. Journal of Organizational Change Management, 17(2), 177-193. 

Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2002). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In B. J. Avolio & F. J. Yammarino (Eds.). Transformational and charismatic leadership: The road ahead (pp. 36-66). Oxford: Elsevier Science. 

Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(4), 735-744. 

Freeman, D. M., Rush, M. C., & Lance, C. E. (1999). Motivational bases of affective commitment: A partial test of an integrative theoretical model. Journal of Occupational and Organizational Psychology, 72, 463-483. 

Eden, D. (1992). Leadership and expectations: Pygmalion effects and other self-fulfilling prophecies in organizations. Leadership Quarterly, 3, 271-335. 

Emery, C. R., & Barker, K. J. (2007). The effect of transactional and transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel. Journal of Organizational Culture, Communication and Conflict, 11(1), 77.

Jones, T. M., Felps, W., & Bigley, G. A. (2007). Ethical theory and stakeholder-related decisions: The role of stakeholder culture. Academy of Management Review, 32(1), 137- 155. 

Jorg, F., & Schyns, B. (2004). Is similarity in leadership related to organizational outcomes? The case of transformational leadership. Journal of Leadership & Organizational Studies, 10(4), 92-102. 

Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246-255.

Lam, Y. L., Wei, H. C. P., Pan, H. L. W., & Chan, C. M. (2002). In search of basic sources that propel organizational learning under recent Taiwanese school reforms. The International Journal of Educational Management, 16(5), 216-28. 

Luthans, F. (2002a). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23, 695-706. 

Luthans, F. (2002b). Positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16(1), 57-72. 

Nguni, S., Sleegers, P., & Denessen, E. (2006). Transformational and transactional leadership effects on teachers’ job satisfaction, organizational commitment, and organizational citizenship behavior in primary schools: The Tanzanian case. School Effectiveness and School Improvement, 17(2), 145-177. 

Pillai, R., Schriesheim, C. A., & Williams, E. S. (1999). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 25, 897-933. 

Cambridge, MA: Society of Organizational Learning Retrieved February 12, 2008 from http://www.solonline.org/res/wp/three.html 

Schlechter, A. F., & Engelbrecht, A. S. (2006). The relationship between transformational leadership, meaning and organizational citizenship behavior. Management Dynamics, 15(4), 2-16. 

Shamir, B. 1991. The charismatic relationship: Alternative explanations and predictions. Leadership Quarterly, 2, 81-104. 

Waldman, D. A., & Spangler, W. D. (1989). Putting together the pieces: A closer look at the determinants of job performance. Human Performance, 2(1), 29-59. 

Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: transformational leadership, collectivist orientation, work related attitudes, and withdrawal behaviors in three emerging economies. International Journal of Human Resource Management, 14, 1083-1101.


Zaccaro, S. J., & Banks, D. J. (2001). Leadership, vision, and organizational effectiveness. In S. J. Zaccaro & R. J. Klimoski (Eds.), The nature of organizational leadership (pp. 181- 218). San Francisco: Jossey-Bass. 

Zeffane, R., & Connell, J. (2003). Trust and HRM in the new millennium. International Journal of Human Resource Management, 14(2), 1-9. 

Zellers, K. L., Tepper, B. L., & Duffy, M. K. (2002). Abusive supervision and subordinates’ organizational citizenship behavior. Journal of Applied Psychology, 87(6), 1068-1076. 

Zhu, W., Chew, I. K. H., & Spangler, W. D. (2005). CEO transformational leadership and organizational outcomes: The mediating role of human-capital-enhancing human resource management. Leadership Quarterly, 16(1), 39-52



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