Examples include path-goal theory (House & Mitchell, 1974), LMX theory (Graen & Cashman, 1975), and normative decision theory (Vroom & Yetton, 1973).Since the late 1980s, theories of transformational and charismatic leadership have been ascendant. Cross-cultural Leadership and DiversityImportant: To use the test banks below, you must download the TestGen software from the Pearson offers special pricing when you package your text with other student resources. So , for every you who want to start looking at as your good habit, you can pick Leadership in Organizations (8th Edition) become your personal starter.With this era which is the greater individual or who has ability in doing something more are more important than other. Simply select your manager software from the list below and click on download. Please check you selected the correct society from the list and entered the user name and password you use to log in to your society website.Punishment in organizations: A review, propositions, and research suggestionsAdministrative science as socially constructed truthBiography and the assessment of transformational leadership at the world class levelTransformational leadership and the falling dominoes effectMotivation to manage at the top executive level: A test of the hierarchic role-motivation theoryManagement by grid principles or situationalism: Which?Situational leadership theory: A test of underlying assumptionsBeing in the right place: A structural analysis of individual differences in an organizationTechnology and the structuring of jobs: Employee satisfaction, performance, and influenceAdministrative succession and organizational performance: The succession effectAn experiental approach to understanding managerial actionAre the classical management functions useful in describing managerial work?Organizational understructure and leadership: A longitudinal investigation of the managerial role-making processThe trouble with assumptions: A reply to Jago and RaganToward a behavioral theory of charismatic leadership in organizational settingsEmployee participation: Diverse forms and different outcomesManager behavior, leadership style, and subordinate performance: An empirical extension of the Vroom-Yetton conflict ruleThe management team: An equilibrium model of management performance and behaviorCommentary on refocusing leadership from a social systems perspectiveConstraints on the emergence of new vistas in leadership and management research: An epistemological overviewA vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making processExecutive leadership and organizational performanceLeader-member exchange model of leadership: A critique and further developmentVertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequencesSelf-fulfilling prophecy as a management tool: Harnessing pygmalionPygmalion goes to boot camp: Expectancy, leadership and trainee performanceParticipation under conditions of conflict: More on the validity of the Vroom-Yetton modelThe effects of supervisory behavior on the path-goal relationshipThe contingency model and the dynamics of the leadership processThe contribution of cognitive resources to leadership performanceA critique of the Vroom-Yetton contingency model of leadership behaviorA test of the Vroom-Yetton normative model of leadershipRole perceptions and behaviors of the immediate superior moderating effects on the prediction of leadership effectivenessEffects of leader behaviors under different levels of task interdependenceDimensionality of leader-subordinate interactions: A path-goal investigationStrategic selection: Matching executives to business conditionsOn avoiding the influence of implicit leadership theories in leader behavior descriptionsThe situational leadership theory: A critical reviewA role making model of leadership in formal organizations: A developmental approachThe effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment modelA field experimental test of the moderating effects of growth need strength on productivityAttributional processes of leaders in leader-member exchangesBusiness unit strategy, managerial characteristics, and business unit effectiveness at strategy implementationA factorial study of the leader behavior descriptionsThe validity of Hersey and Blanchard's theory of leader effectivenessOrganizational determinants of leader behavior and authorityHarnessing personal energy: How companies can inspire employeesReactions to prescribed leader behavior as a function of role perspective: The case of the Vroom-Yetton ModelA strategic contingencies theory of intra-organizational powerLeadership research: Some forgotten, ignored, or overlooked findingsLeadership: Some empirical generalizations and new research directionsCharismatic and non charismatic leaders: Differences in behavior and effectivenessTwo faces of charisma: Socialized and personalized leadership in organizationsLeadership and substitutes for leadership among professional and nonprofessional workersToward a macro-oriented model of leadership: An odysseyPoor performers: Supervisor's and subordinate's responsesSome assumptions are more troubling than others: A rejoinder to Chemers and FiedlerThe trouble with leader match is that it doesn't match Fiedler's contingency modelAn evaluation of two alternatives to the Vroom/Yetton normative modelCross situational specificity in manager's perceptions of subordinate performance, attributions, and leader behaviorsLeader behavior in a police command bureaucracy: A closer look at the quasi-military modelTrade routes: The manager's network of relationshipsA mirror for managers: Using simulation to develop management teamsThe first-line supervisor: Phasing out or here to stay?Substitutes for leadership: Their meaning and measurementNarcissism and leadership: An object relations perspectiveDeterminants of leader-subordinate exchange relationshipsIntra-organizational influence tactics: Explorations in getting one's wayToward effective supervision: An operant analysis and comparison of managers at workTransactional and transformational leadership: A constructive/ developmental analysisMintzberg was right: A replication and extension of the nature of managerial workLeadership and organizational performance: A study of large corporationsToward an observation system for measuring leader behavior in natural settingsWhat do successful managers really do?
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