Hostname: page-component-cd9895bd7-gxg78 Total loading time: 0 Render date: 2024-12-27T12:59:19.343Z Has data issue: false hasContentIssue false

What Have We Learned That Is Intersubjectively Testable Regarding the Leadership Process and Leadership-Performance Relations?

Published online by Cambridge University Press:  07 January 2015

George Graen*
Affiliation:
University of Illinois at Champaign-Urbana, (Emeritus)
*
Contact via: http://lmxlotus.com/, Address: Center for Advanced Study, University of Illinois at Champaign-Urbana, Champaign, IL 61801

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2014

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Bock, L. (2011). Passion, not perks. In Think-insights-Google. Think quarterly: The people issue. San Francisco, CA: Google.Google Scholar
Boland, B. J., & Collopy, F. (2004). Managing as designing. Stanford, CA: Stanford University Press.Google Scholar
Borg, C. (2012). Unique research inner life of Google. Stockholm, Sweden: Eurekalert.Google Scholar
Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2011). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 17151759.CrossRefGoogle Scholar
Grace, M., & Graen, G. B. (2014). Millennial management: Designing the future of organizations. In LMX leadership: The series (Vol. IX). Charlotte, NC: Information Age.Google Scholar
Graen, G. B. (2009). Growing power using cherry picking strategies. In Tjosvold, D., & Van Knippenberg, B. (Eds.), Power and interdependence in organizations (pp. 103117). Cambridge, UK: Cambridge University Press.CrossRefGoogle Scholar
Graen, G. B. (2013a). Overview of future research directions for team leadership. In Rumsey, M. G. (Ed.), The Oxford handbook of leadership (pp. 167183). London, England: Oxford University Press.Google Scholar
Graen, G. B. (2013b). The missing link in network dynamics. In Rumsey, M. G. (Ed.), The Oxford handbook of leadership (pp. 359375). London, England: Oxford University Press.Google Scholar
Hogan, R., & Ahmad, G. (2010). Leadership. In Furnham, A., & VonStumm, S. (Eds.), Handbook of individual differences. London, England: Wiley-Blackwell.Google Scholar
Lord, R. G., & Dinh, J. E. (2014). What have we learned that is critical in understanding leadership perceptions and leader-performance relations? Industrial and Organizational Psychology: Perspectives on Science and Practice, 7(2), 158177.Google Scholar
McGrath, J. E. (1962). Leadership behavior: Some requirements for leadership training. Washington, DC: U. S. Civil Service Commission, Office of Career Development.Google Scholar
Meehl, P. E. (1977). Specific etiology and other forms of strong influence: Some quantitative meanings. Journal of Medicine and Philosophy, 2, 3353.CrossRefGoogle Scholar
Naidoo, L. J., Scherbaum, C. A., Goldstein, H. W., & Graen, G. B. (2010). A longitudinal examination of the effects of LMX, ability, and differentiation on team performance. Journal of Business and Psychology, 111.Google Scholar
Sparrowe, R. T., & Liden, R. C. (2005). Two routes to influence: Integrating leader-member exchange and network perspectives. Administrative Science Quarterly, 50, 4.Google Scholar
van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic—transformational leadership research: Back to the drawing board? Academy of Management Annals, 7(1), 160.Google Scholar