
A historiometric analysis of leadership in mission critical multiteam environments
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The Leadership Quarterly 22 (2011) 152–169Coaching Specialty:
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Leader behaviors, conflict and member commitment to team-generated decisions
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The Leadership Quarterly 22 (2011) 666–679Coaching Specialty:
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Perceptions of abusive supervision: The role of subordinates' attribution styles
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Leadership Quarterly, Volume 22, Issue 4, Pages 751-764 (August 2011)Coaching Specialty:
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More than meets the eye: The role of subordinates' self-perceptions in leader categorization processes
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The Leadership Quarterly 22 (2011) 367–382Coaching Specialty:
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Experimentally analyzing the impact of leader positivity on follower positivity and performance
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The Leadership Quarterly 22 (2011) 282–294Coaching Specialty:
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Measuring the efficacy of leaders to assess information and make decisions in a crisis: The C-LEAD scale
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The Leadership Quarterly 22 (2011) 633–648Coaching Specialty:
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An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?
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The Leadership Quarterly 22 (2011) 10–21Coaching Specialty:
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How CEO empowering leadership shapes top management team processes: Implications for firm performance
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The Leadership Quarterly 22 (2011) 399–411Coaching Specialty:
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Linking leader behavior and leadership consensus to team performance: Integrating direct consensus and dispersion models of group composition
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The Leadership Quarterly 22 (2011) 383 – 398Coaching Specialty:
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Under which conditions do middle managers exhibit transformational leadership behaviors? - An experience sampling method study on the predictors of transformational leadership behaviors
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The Leadership Quarterly 22 (2011) 344-342Coaching Specialty:
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