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Gannon, M. (2004). Understanding Global Cultures: Metaphorical Journeys Through 28 Nations, Clusters of Nations, and Continents. Thousand Oaks Sage.
House, R.J. And Javidan, M. (2004). Overview of GLOBE. Culture, Leadership, and Organization. The GLOBE Study of 62 Societies.
Javidan, M., P.W. Dorfman, M. Sully de Luque and R.J. House. (2006). In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE', Academy of Management Perspectives 20, 67 -- 90.
Korver, C.D. (2008). Models Ethical Leaders. They model excellence. Harvard Business Press.
Sarah, E.S, Karl W.K. (2009). Personality and Leadership Developmental Levels as predictors of leader performance. The Leadership Quarterly 20, 421 -- 433,
Schaeffer, R.K. (2003). Understanding globalization. Maryland: Rowman and Littlefield.
Yukl, G. (2008). How leaders influence organizational effectiveness, Management Department. The Leadership Quarterly 19, 708 -- 722.
Yukl, G.A. (2010). Leadership in Organizations, 7/E. State University of New York, Albany.
references. The interplay between the two systems of thought determines whether the individual is able to detect and override the illusions of intuition. The significance of both these systems is critical in the leadership theory being discussed in this study.
Payette, D.L. And Libertella, A.F. (2011). Nascent Leadership Behaviors. American Journal of Business Education, 4; 6.
Payette and Libertella's study is critical as the material presented in this paper is oriented towards practical and actionable steps that the aspiring leader can decide to apply.
Dennis Payette, Ph.D. is an Associate Professor in the Department of Management, Marketing & Decision Sciences in the School of Business at Adelphi University. His research interests have focused on pedagogical research related to use of modem teaching methods and technologies. In addition to teaching and research, Dr. Payefte's background includes service as a senior administrator at Long Island University and Dowling College. Similarly, Anthony Libertella, Ph.D.J.D. is a Professor of Management and Law in the School of Business at Adelphi University. He has served in a number of senior academic positions at various colleges ranging from Executive Vice President / Provost to Deanships. He was also a practicing attorney specializing in corporate and franchise law. Dr. Libertella's research interests are in strategic management, leadership, and law.
Schyns, B. And Mohr, G. (2004). Nonverbal Elements of Leadership Behaviour. German Journal of Human Resource Research; 18, 3.
Both Schyns and Mohr in their theoretical paper investigate the importance of nonverbal behavior in the context of leadership. This research is critical for this study as the decoding of social interactions has shown that the quality or type of relationships as well as relationally relevant emotional states are transmitted nonverbally.
Dr. Birgit Schyns is an assistant professor at Tilburg University, Faculty of Social and Behavioural Studies, Department of Human Resource Studies. Her main research interests are the perception of leadership and career issues such as preparedness to change. Similarly, Prof. Dr. Gisela Mohr is a full professor at the University of Leipzig. Her main research interests are gender and leadership issues, work and stress as well as the psychological contract.
Schriesheim, C.A. Castro, S.L. Zhou, X.T. DeChurch, L.A. (2006). An investigation of path-goal and transformational leadership theory predictions at the individual level of analysis. The Leadership Quarterly 17: 21 -- 38.
This study tested the recent path-goal leadership theory prediction that leader contingent reward behavior negatively moderates relationships between transformational leadership and subordinate performance and job satisfaction at the individual level of analysis. This study is critical as path-goal leadership theory is one of the concepts being explored in this study.
Schriesheim and Zhou are professors at the University of Miami in USA. While Castro teaches at Florida Atlantic University and DeChurch is a professor at Florida International University in America.
Vecchio, R.P. Justin, J.E. And Pearce, C.L. (2008). The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework. Journal of Occupational and Organizational Psychology, 81, 71 -- 82.
Vecchio and his associates tested hypotheses derived from the integration of principles of path-goal theory and transformational leadership theory. This study is critical for the current research as both these leadership theories are critical concepts in this study.
Vecchio is a professor at the University of Notre Dame, Indiana, USA. Similarly, Justin and Pearce are professors at Claremont Graduate University, California, USA.
Trehan, K. (2007). Psychodynamic and Critical Perspectives on Leadership Development. Advances in Developing Human Resources: 9(1), 72-82.
Kiran Trehan is head of the department of management at the University of Central England. She has taught a wide range of undergraduate, postgraduate, and professional programs. Her specialist areas of knowledge include organization development, management development, and management learning. Her current research and writing is especially concerned with critical management learning, leadership, and organizational development, using action research and narrative inquiry. She has written numerous research and conference papers, has had a wide range of journal articles published, and has contributed to an assortment of books in the area of management and human resource development.
Trehan's current article is vital for this study as it focuses on the value of critical approaches that enhance human resource development (HRD). She examines practical HRD issues and fills the gap between theory and practice when she reveals how critical HRD and psychoanalytic processes can be harnessed to produce valuable learning through reflection.
Craig L., Jay A. And Edwin, A. (2008). Shared leadership theory. The Leadership Quarterly 19: 622 -- 628.
Craig is a professor at the Claremont Graduate University Peter F. Drucker Graduate School of Management. Similarly, Jay is a professor at Claremont McKenna College and Edwin is a professor at the University of Maryland.
This article is critical for this study as it focuses in particular on clarifying what each means by "shared leadership," which serves as the theoretical background of the study. Subsequently, they focus on what shared leadership can and should look like at the top of organizations and provide practical and hands on illustrations while doing so.
Irby, B.J., Genevieve Brown, Jo Ann Duffy, Diane Trautman. (2002). The synergistic leadership theory. Journal of Educational Administration. 40, 4, pp.304 -- 322.
Irby, Genevieve, Jo Ann and Diane all teach and conduct regular research at the Sam Houston State University located in Huntsville, Texas USA. In this particular study they focus on the synergistic theory of leadership (SLT), which seeks to explicate the need for a post-modernist leadership theory by providing an alternative to, and not a replacement for, traditional leadership theories. Since most leadership theories inclining towards masculinity, this study is critical for the current study. The authors focus on six aspects, which are specific to the SLT and include issues concerning diversity and the inclusion of the female voice in the theory.
1. Gill, R. (2006). Theory and Practice of Leadership. Sage Publications. Retrieved March 28, 2013 from http://books.google.ro/books?id=yNspK3EEFg0C&pg=PA41&dq=servant+leadership+theory&hl=ro&sa=X&ei=HqlUUb_9I5GLswaDzYDwCw&ved=0CDkQ6AEwAg#v=onepage&q=servant%20leadership%20theory&f=false.
2. Lussier, R. & Achua, C. (2010). Leadership: Theory, Application, and Skill Development. Cengage Learning. Retrieved March 28, 2013 from http://books.google.ro/books?id=7ctnVNMtBQgC&pg=PA356&dq=servant+leadership+theory&hl=ro&sa=X&ei=9qlUUb72Ds_mtQbsyYCIBg&ved=0CFMQ6AEwBg#v=onepage&q=servant%20leadership%20theory&f=false.
3. Joseph, E. (2006). An Exploration of the Relationship Between Servant leadership Attributes and Leaders' Negotiation Strategy. Retrieved March 28, 2013 from http://books.google.ro/books?id=m7eGCulKUCgC&dq=servant+leadership+theory&hl=ro&sa=X&ei=CatUUc7bM4KUtQaIjYHoAg&ved=0CGIQ6AEwCTgK.
4. Bugenhagen, M. (2006). Antecedents of Transactional, Transformational, and Servant Leadership: A Constructive Development Theory Approach. Retrieved March 28, 2013 from http://books.google.ro/books?id=GwUNvwc5rPQC&dq=servant+leadership+theory&hl=ro&sa=X&ei=v6tUUfLAPITKsgbzqoGQBA&ved=0CGQQ6AEwCTgU.