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Leadership : Bibliographie

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Leadership : Bibliographie

de 1906 à 1949

  • 1906, E. Mumford, "Origins of leadership", American Journal of Sociology, Vol 12, pp216–240, pp367–397, pp500–531
  • 1909, E. Mumford, "The origins of leadership", Chicago: University of Chicago Press
  • 1911,
    • F. W. Blackmar, "Leadership in reform", American Journal of Sociology, Vol 16, pp626–644
    • George R. Dodson, "The Synoptic Mind: An Ideal of Leadership", The Harvard Theological Review, Vol 4, n°1, Jan., pp80-103
  • 1918, C. A. Bach, "Leadership", Infantry Journal, 14, pp606-612
  • 1923, W. G. Boyden, "Leadership", Infantry Journal, 22, pp280-281
  • 1924, F. S. Chapin, "Leadership and group activity", Journal of Applied Sociology, Vol 8, pp141–145
  • 1926, A. O. Bowden, "A study on the personality of student leadership in the united states", Journal of Abnormal Social Psychology, 21, pp149-160
  • 1927,
    • L. L. Bernard, "Leadership and propaganda", In: J. Davis & H. E. Barnes, "An introduction to sociology", New York: Heath
    • W. V. Bingham, "Leadership", In: H. C. Metcalf, dir., The psychological foundations of management, New York: Shaw
    • E. S. Bogardus, "Leadership and social distance", Sociology and Social Research, 12, pp173-178
    • B. V. Moore, "The May conference on leadership", Personnel Journal, Vol 6, pp124–128
  • 1928,
    • W. H. Cowley, "Three distinctions in the study of leaders", Journal of Abnormal and Social Psychology, Vol 23, pp144-157
      • Repris en 1985, In: B. M. Bass, dir., "Bass & Stogdill’s handbook of leadership: Theory, research & Managerial applications", New York: The Free Press, 3ème édition
    • C. Schenk, "Leadership", Infantry Journal, 33, pp111-122
  • 1929,
    • E. S. Bogardus, “Leadership and attitudes”, Sociology and Social Research, Vol 13, pp377-387
    • J. B. Nash, "Leadership", Phi Delta Kappan, Vol 12, pp24–25
    • O. Tead, "The technique of creative leadership", In: O. Tead, dir., "Human nature and management", New York: McGraw-Hill
  • 1930, C. M. Bundel, "Is leadership losing its importance?", Infantry Journal, Vol 36, pp339–349
  • 1933,
    • Clarence E. Case, "Leadership and conjoncture: a sociological hypothesis", Sociology and social research, 17, pp510-513
    • L. M. Krueger, H. L. Smith, "A brief summary of literature on leadership", Bloomington: Indiana University, School of Education Bulletin
  • 1934,
    • J. H. Burns, "Psychology and Leadership", Fort Leavenworth, Kansas:Command and General Staff School Press
    • M. Smith, "Personality dominance and leadership", Sociology and Social Research, Vol 19, pp18–25
  • 1935,
    • C. E. Kilbourne, "The elements of leadership", Journal of Coast Artillery, Vol 78, pp437-439
    • O. Tead, "The Art of Leadership", New York: McGraw-Hill
  • 1938, P. S. Bond, "The nature of leadership", Military Engineer, pp89-96
  • 1939,
    • A. Burne, "Lee, Grant and Sherman: A Study in Leadership in the 1864-1965 Campaign", New York: Scribners
    • T. R. Phillips, "Leader and led", Journal of the Coast Artillery, Vol 82, pp45–58
  • 1941, A. J. Murphy, "A study of the leadership process", American Sociological Review, Vol 6, pp674-687
  • 1942,
    • A. Bevelas et Kurt Lewin, "Training in democratic leadership", Journal of Abnormal and Social Psychology, 37, pp115-119
    • F. Redl, "Group emotion and leadership", Psychiatric, Vol 5, pp573–596
  • 1944, Douglas McGregor, "Conditions of Effective Leadership in the Industrial Organization", Journal of Consulting Psychology, 8, pp55-63
  • 1948,
    • I. Knickerbocker, "Leadership: A conception and some implications", Journal of Social Issues, Vol 4, pp23–40
    • Benjamin N. Schoenfeld, "The Psychological Characteristics of Leadership", Social Forces, Vol 26, n°4, May, pp391-396
    • Ralph M. Stogdill, "Personal Factors Associated with Leadership: A Survey of the Literature", Journal of Psychology, 25, pp335-371
      • Repris en 1995, In: J. T. Wren, dir., "The leader’s companion: Insights on leadership throughout the ages", New York, NY: The Free Press, pp127-132
  • 1949,
    • D. T. Campbell, C. L. Shartle, R. M. Stogdill, "Studies in Naval Leadership", Columbus, Ohio: Ohio State University
    • J. K. Hemphill, "The leader and his group", Journal of Educational Research, Vol 28, pp225–229, pp245–246
    • J. K. Hemphill, "Situational Factors in Leadership", Columbus, Ohio: Ohio State University

De 1950 à 1959

  • 1950,
    • C. A. Gibb, "The sociometry of leadership in temporary groups", Sociometry, Vol 13, pp226-243
    • Alvin W. Gouldner, dir., "Studies in Leadership: Leadership and Democratic Action", New York: Harper & Brothers
    • Max Horkheimer, "Democratic Leadership and Mass Manipulation", In: Alvin W. Gouldner, dir., "Studies in Leadership: Leadership and Democratic Action", New York: Harper & Brothers, pp418-438
    • R. T. Morris, M. Seeman, "The problem of leadership: An interdisciplinary approach", American Journal of Sociology, Vol 56, pp149–155
    • R. Stogdill, "Leadership, membership and organization", Psychological Bulletin, Vol 47, pp1–14
  • 1951,
    • H. Guetzkow, dir., "Groups, leadership, and men", Pittsburgh, Pa.: Carnegie Press
    • F. S. Haiman, "Group leadership and democratic action", Boston: Houghton Mifflin
    • J. K. Hemphill, A. Seigel, C. W. Westie, "An Exploratory Study of Relations between Perceptions of Leader Behavior, Group Characteristics, and Expectations concerning the Behavior of Ideal Leaders", Personnel Research Board, Ohio State University, Columbus, OH
    • D. C. Pelz, "Leadership within a hierarchical organization", Journal of Social Issues, Vol 7, pp49-55
    • C. L. Shartel, "Leader behavior in jobs", Occupations, Vol 30, pp164–166
    • C. L. Shartel, "Studies in naval leadership", In: H. Guetzkow, dir., "Groups, leadership, and men", Pittsburgh, Pa.: Carnegie Press
  • 1952,
    • O. N. Bradley, "Leadership training and national security", Army Information Digest, 8, pp35-38
    • Douglas McGregor, "Leadership and the Conditions of Organizational Effectiveness", Public Health Reports (1896-1970), Vol 67, n°1, Jan., pp42-46
    • D. C. Pelz, "Influence: A key to effective leadership in the first-line supervisor", Personnel, Vol 9, pp3-11
  • 1953,
    • Chris Argyris, "Executive Leadership: An Appraisal of a manager in Action", New York: Harper & Row
    • L. Berkowitz, "Sharing leadership in small, decision-making groups", Journal of Abnormal and Social Psychology, 48, pp231-238
    • L. F. Carter, "Leadership and small group behavior", In: M. Sherif & M. O. Wilson, dir., "Group relations at the crossroads", New York: Harper
    • R. B. Cattell, "New concepts for measuring leadership in terms of group syntality", In: D. Cartwright & A. Zander, dir., "Group Dynamics: Research and Theory" (2e edition), London: Tavistock, pp487-510
    • Edwin A. Fleishman, "The measurement of leadership attitudes in industry", Journal of Applied Psychology, Vol 37, pp153–158
    • Andrew W. Halpin, "Studies in Aircrew Composition. III. The Combat Leader Behavior of B-29 Aircraft Commanders. Boiling Air Force Base, Washington, D. C.: Human Factors Operations Research Laboratories, Sept., (HFORL Memorandum n°TN-54-7)
    • E. N. Hay, M. L. Rock, "Investigation of the Use of Tests as a Predictor of Leadership and Group Effectiveness in a Job Evaluation Situation", The Journal of Social Psychology, Vol 38, n°1, August, pp109-119
    • W. E. Jaynes, Ralph M. Stogdill, R. J. Wherry, "Patterns of leader behavior: A factorial study of naval officer performance", Columbus, OH: Ohio State University
  • 1954,
    • G. B. Bell, H. E. Hall Jr., "The relationship between leadership and empathy", Journal of Abnormal and Social Psychology, 49, pp156-157
    • R. B. Cattell, G. F. Stice, "Four Formulae for Selecting Leaders on the Basis of Personality", Human Relations, 7, pp493-507
    • Cecil A. Gibb, "Leadership", In: G. Lindzey, dir., "Handbook of Social Psychology", Vol II, Cambridge, Mass.: Addison-Wesley Publishing Co., pp877-920
  • 1955,
    • H. E. Burtt, Edwin A. Fleishman, E. F. Harris, "Leadership and supervision in industry: An Evaluation of a Supervisory Training Program", Columbus, Ohio: Bureau of Educational Research, The Ohio State University
    • Andew W. Halpin, "The Leadership Ideology of Aircraft Commanders", Journal of Applied Psychology, Vol 39, n°2, pp82-84
    • Andew W. Halpin, "The Leader Behavior and Leadership Ideology of Educational Administrators and Aircraft Commanders", Harvard Educational Review, Vol 25, n°1, Winter, pp18-32
    • Nahum Z. Medalia, Delbert C. Miller, "Human Relations Leadership and the Association of Morale and Efficiency in Work Groups: A Controlled Study with Small Military Units", Social Forces, Vol 33, n°4, May, pp348-352
    • C. K. Warriner, "Leadership in the small group", American Journal of Sociology, Vol 60, pp361–369
  • 1956,
    • Howard Baumgartel, "Leadership, motivations, and attitudes in research laboratories", Journal of Social Issues, 12, pp24-31
    • L. Berkowitz, "Social desirability and frequency of influence attempts as factors of leadership choice", Journal of Personality, 24,
    • D. T. Campbell, "Leadership and its effect upon the group", Columbus: Ohio State University
    • Andrew W. Halpin, "The Leadership Behavior of School Superintendents", Columbus, Ohio: University University
    • C. L. Shartel, "Executive performance and leadership", Englewood Cliffs, N.J.: PrenticeHall
  • 1957,
    • Howard Baumgartel, "Leadership style as a variable in research administration", Administrative Science Quarterly, 2, pp344–360
    • A. Coons et J E. Hemphill, "Development of the leader behavior description questionnaire", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • A. Coons et Ralph M. Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • E. A. Fleishman, "A leader behavior description for industry", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • A. W. Halpin et B. J. Winer, "A factorial study of the leader behavior descriptions", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
    • R. Sakai, "Feudal Society and Modern Leadership in Satsuma-han", The Journal of Asian Studies, Vol 16, n°3, pp365-376
    • M. Seeman, "A comparison of general and specific leader behavior descriptions", In: A. Coons et Ralph Stogdill, dir., "Leader Behavior: Its Description and Measurement", Columbus, Ohio: Bureau of Business Research
  • 1958,
    • H. Cantril, "Effective Democratic Leadership: A Psychological lnterpretation", Journal of Individual Psychology, 14, pp128-138
    • R. Lippitt, R. K. White, "An experimental study of leadership and group life", In: E. E. Maccoby, T. M. Newcomb & E. L. Hartley, dir., "Readings in Social Psychology", (3e ed), London: Methuen
    • Robert Tannenbaum et Warren H. Schmitt, "How to choose a leadership pattern", Harvard Business Review, 36, March-April, pp95-101
  • 1959, Ralph M. Stogdill, "Individual behaviour and group achievement", New York: Oxford University Press

De 1960 à 1969

  • 1960,
    • A. Bavelas, "Leadership: Man and function", Administrative Science Quarterly, Vol 4, pp491–498
    • O. N. Bradley, "Leadership", Military Review, Vol 46, pp48-53
    • Fred I. Greenstein, "The Benevolent Leader: Children's Images of Political Authority", American Political Science Review, Vol 54, pp934-943
    • K. F. Janda, "Towards the explication of the concept of leadership in terms of the concept of power", Human Relations, Vol 13, pp345–363
    • Eugene E. Jennings, "An anatomy of leadership : princes, heroes, and supermen", New York, N.Y. : Harper
    • H. P. Shelley, "Focussed leadership and cohesiveness in small groups", Sociometry, Vol 23, pp209-216
  • 1961,
    • D. W. Abse et L. Jessner, “The Psychodynamic Aspects of Leadership”, Daedalus, Vol 90, n°4, pp693-710
      • Repris en 1962, “The Psychodynamic Aspects of Leadership”, In: S. Graubard et G. Holton, dir., Excellence and Leadership in a Democracy, New York: Columbia University Press, pp76-93
    • H. H. Albers, "Organized Executive Action: Decision Making, Communication, and Leadership", New York: Wiley
    • I. C. Baker, "Leadership: requisites of the leader", Vital Speeches, 27, pp503-506
    • Bernard M. Bass, "Some aspects of attempted, successful, and effective leadership", Journal of Applied Psychology, Vol 45, n°2, pp120-122
    • Cliff S. Emeny, "Leadership and the rule of law", The Freeman, December, Vol 12, n°12, pp41-50
    • F. Massarik, R. Tannenbaum, I. R. Weschler, "Leadership and organization", New York: McGraw-Hill
    • S. Verba, "Small groups and political behavior: A study of leadership", Princeton, N.J: Princeton University Press
  • 1962,
    • G. M. Beal, J. M. Bohlen, J. N. Raudabaugh, "Leadership and DynamicGroup Action", Ames, Iowa: the Iowa State University Press
    • Roy E. Carter, Jr., Peter Clarke, "Public Affairs Opinion Leadership Among Educational Television Viewers", American Sociological Review, Vol 27, n°6, Dec., pp792-799
    • D. R. Day, O. S. Goode, Ralph M. Stogdill, "New leader behavior description subscales", Journal of Psychology, Vol 54, pp259–269
    • Edwin A. Fleishman, Edwin F. Harris, "Patterns of leadership behavior related to employee grievances and turnover", Personnel Psychology, Vol 15, pp43-56
    • S. Graubard et G. Holton, dir., Excellence and Leadership in a Democracy, New York: Columbia University Press
    • D. Kipnis et W. P. Lane, "Self confidence and leadership", Journal of Applied Psychology, 46, pp291-295
  • 1963, Ralph M. Stogdill, "Manual for the leader behaviour description questionnaire, Form XII", Colombus, OH: Bureau of Business Research, Ohio State University
  • 1964,
    • Robert R. Blake et Jane S. Mouton, "The managerial grid", Houston, Gulf Publishing Company
    • Fred Fiedler, "A contingency model of leader effectiveness", In: L. Berkowitz, dir., "Advances in experimental social psychology", Vol 1, New York: Academic Press, pp149–190
    • Edwin Hollander, "Leaders, groups, and influence", New York: Oxford University Press
    • O. E. Klapp, "Symbolic leaders", Chicago, IL: Aldine
  • 1965,
    • T. W. Adorno, "Democratic leadership and mass manipulation", In: A. W. Gouldner, dir., "Studies in leadership: Leadership and democratic action", New York: Russell & Russell, pp417-421
    • W. W. Burke, "Leadership behavior as a function of the leader, the followers,and the situation", Journal of Personality, 33, pp60-81
    • D. Cartwright, "Influence, leadership, control", In: James G. March, dire., "Handbook of organizations", Chicago: Rand McNally
    • Amitai Etzioni, « Dual Leadership in Complex Organizations », American Sociological Review, vol 30, n°5, octobre, pp688-698
    • A. W. Gouldner, dir., "Studies in leadership: Leadership and democratic action", New York: Russell & Russell
    • L. W. Wager, "Leadership style, hierarchical influence, and supervisory role obligations", Administrative Science Quarterly, Vol 9, pp391-420
  • 1966,
    • L. R. Anderson, "Leader behavior, member attitudes, and task performance of intercultural discussion groups", Journal of Social Psychology, Vol 69, pp305-319
    • D. G. Bowers, S. E. Seashore, "Predicting organizational effectiveness with a four-factor theory of leadership", Administrative Science Quarterly, 11, pp238-263
  • 1967,
    • Ken H. Blanchard et Paul Hersey, “Life-cycle theory of leadership”, Training and Development Journal, 23, pp26-34
    • Fred Fiedler, "A Theory of Leadership Effectiveness", McGraw-Hill, New York
  • 1968,
    • John Adair, "Training for Leadership", Macdonald
    • D. Cartwright, A. Zander,"Leadership: An introduction", IN: D. Cartwright & A. Zander, dir., "Group Dynamics: Research and Theory", 3e. London: Tavistock
    • Amitai Etzioni, E. Lehman, "Dual leadership in a therapeutic organization", Revue Internationale De Psychologie Appliquee, 17(1), pp51-67
    • B. Sarachek, "Greek concepts of leadership", Academy of Management Journal, Vol 11, pp39–48
  • 1969,
    • Nathan Axelrod, "Executive Leadership", Bobbs
    • R. Blanchard, "The Leader Looks at the Consultative Process", Washington: Leadership Resources
    • J. Cosentino et D. Kipnis, "Use of leadership powers in industry", Journal of Applied Psychology, 53, pp460-466
    • C. A. Gibb, "Leadership", In: G. Lindzey & E. Aronson, dir., "The handbook of social psychology", 2d ed., vol 4. Reading, Mass.: Addison-Wesley, pp205-282
    • C. A. Gibb, dir., "Leadership", Harmondsworth: Penguin
    • Paul Hersey, K. H. Blanchard, "Life cycle theory of leadership", Training and Development Journal, 23(5), pp26–34
    • Edwin Hollander, J. W. Julian, "Contemporary trends in the analysis of leadership processes", Psychological Bulletin, 71, pp387-397

De 1970 à 1979

  • 1970,
    • K. H. Blanchard, Paul Hersey, "A leadership theory for educational administrators", Education, 90, pp303-309
    • Robert Greenleaf, "Servant as Leader", Center for Applied Studies
    • T. Jacobs, "Leadership and Exchange in Formal Organisations", Chichester & New York: Wiley
    • C. W. King et J. O. Summers, "Overlap of opinion leadership across consumer product categories", Journal of Marketing Research, Vol 7, n°1, pp43-50
    • Kevin Marjoribanks, "Bureaucratic Structure in Schools and Its Relationship to Dogmatic Leadership", The Journal of Educational Research, Vol 63, n°8, Apr., pp355-357
  • 1971,
    • R. A. Beaumont, "The young leader", Military Review, 51, pp33-39
    • L. M. Berman, "Supervision, Staff Development, and Leadership", Columbus, Ohio: Merrill
    • Alan C. Filley, D. N. Gujarat, Robert J. House, "Leadership style, hierarchical influence and the satisfaction of subordinate role expectations: A test of Likert’s influence proposition", Journal of Applied Psychology, Vol 55, pp422-432
    • Alan C. Filley, Robert J. House, Steven Kerr, "Relation of leader consideration and initiation of structure to R and D subordinates' satisfaction", Administrative Science Quarterly, Vol 16, pp19-30
    • Robert J. House, “A path-goal theory of leader effectiveness”, Administrative Science Quarterly, 16(3), pp321-339
    • T. O. Jacobs, "Leadership and exchange in formal organizations", Londres, Alexandria/Human Resources Research Organization
    • Gary Yukl, "Towards a behavioral theory of leadership", Organizational Behavior and Human Performance, vol 6, pp414-440
  • 1972,
    • L. J. Baughman, "Leadership: Academic Research of theory", Carlisle Barracks, Pennsylvania: Army War College
    • O. N. Bradley, "Leadership", Parameters, 1, pp2-8
    • R. J. Burby, "Fundamentals of Leadership: a guide for the supervisor", Reading, Massachusetts: Addison-Wesley
    • S. Lieberson, J. F. O’Connor, "Leadership and organizational performance: A study of large corporations", American Sociological Review, Vol 37, pp117–130
    • J. L. Pierce et J.W. Newstrom, dir., Leaders & the Leadership Process - Readings, Self-assessments & Applications, McGraw-Hill Higher Education
  • 1973,
    • John Adair, "Action-Centred Leadership", New York: McGraw-Hill
    • A. S. Ashour, "The Contingency Model of Leadership Effectiveness: An Evaluation", Organizational Behavior and Human Decision Processes, 9(3), pp339–355
    • J. T. Bonner, "Leadership for Lawmen", FBI Law Enforcement Bulletin, Vol 42, n°12, pp7-9
    • R. P. Butler, E. E. Cureton, "Factor analysis of small group leadershipbehavior", Journal of Social Psychology, 89, pp85-89
    • D. A. Butterfield et G. F. Farris, "Are current theories of leadership culture bound’? An empirical test in Brazil", In: E. A. Fleishman et J. G. Hunt, dir., "Current developments in the study of leadership", Carbondale, IL: Southern Illinois University Press, pp105-138
    • J. V. Downton "Rebel leadership: Commitment and charisma in a revolutionary process", New York: Free Press
    • J. A. Miller, "Structuring/destructuring: Leadership in open systems", (Tech. Rep. No. 64), Rochester, N.Y.: University of Rochester, Management Research Center
    • James Owen, "The User of Leadership Theory", Michigan Business Review, January
    • D. J. Stang, "Effects of interaction rate on ratings of leadership and liking", Journal of Personality and Social Psychology, Vol 27, pp405-408
    • A. J. Templer, "Self-perceived and other perceived leadership style using the leader behavior description questionnaire", Personnel Psychology, 26, pp359-367
    • Victor H. Vroom et P. W. Yetton, "Leadership and Decision Making", University of Pittsburgh Press, Pittsburgh
  • 1974,
    • P. J. Burke, "Participation and leadership in small groups", American Sociological Review, 39, pp832-842
    • R. P. Butler, C. L. Jaffee, "Effects of incentive, feedback, and mannerof presenting the feedback on leader behavior", Journal of Applied Psychology, 59, pp332-336
    • M. D. Cohen, J. C. March, "Leadership and Ambiguity: The American President", New York: McGraw-Hill
    • Robert J. House et G. Dessler, "The path-goal theory of leadership: some post hoc and a priori tests", In: J. G. Hunt et L. L. Anderson, dir., Contingency Approaches to Leadership, Carbondale, IL: Southern Illinois
    • Robert J. House et T. R. Mitchell, “Path-Goal Theory Of Leadership", Journal of Contemporary Business, 3, pp81–97
      • Repris en 1974, In: J. L. Pierce et J. W. Newstrom, dir., Leaders & the Leadership Process, Readings, Selfassessments & Applications, McGraw-Hill Higher Education, pp140-146
    • H. S. Lewis, "Leaders and followers: Some anthropological perspectives", Addison-Wesley Module in Anthropology n° 50. Reading, Mass.: Addison-Wesley
    • P. L. Riedesel, "Bales reconsidered: A critical analysis of popularity and leadership differentiation", Sociometry, Vol 37, pp557-564
    • Ralph M. Stogdill, "Historical trends in leadership theory and research", Journal of Contemporary Business, 3(4), pp1-17
    • Ralph M. Stogdill, "Handbook of leadership", New York: Free Press
  • 1975,
    • K. M. Bartol, M. S. Wortman Jr., "Male versus female leaders: effects on perceived leader behavior and satisfaction in a hospital", Personnel Psychology, 28, pp533-547
    • R. G. Boutillier, R. M. Sorrentino, "The effect of quantity and quality of verbal interaction on leadership ability", Journal of Experimental Social Psychology, Vol 11, pp403-411
    • C. N. Greene, "The reciprocal nature of influence between leader and subordinate”, Journal of Applied Psychology, 60, pp187-193
    • J. G. Hunt & L. L. Larson, dir., "Leadership Frontiers", Kent, OH: Kent State University Press
    • J. G. Hunt et R. N. Osborn, "An adaptive-reactive theory of leadership: the role of macro variables in leadership research", In: J. G. Hunt & L. L. Larson, dir., "Leadership frontiers", Kent, OH: Comparative Administration Research Institute, Kent State University, pp27-44
    • A. G. Jago et Victor H. Vroom, "Perceptions of leadership style: Superior and subordinate descriptions of decision making behavior", In: J. G. Hunt & L. L. Larson, dir., "Leadership Frontiers", Kent, OH: Kent State University Press
    • T. W Johnson et J. E. Stinson, "The path-goal theory of leadership: A partial test and suggested refinement", Academy of Management Journal, 18, pp242–252
    • E. J. Lawler, H. A. Michener, "Endorsement of formal leaders: An integrative model", Journal of Personality and Social Psychology, Vol 31, pp216-223
    • J. Miner, "The uncertain future of the leadership concept: An overview", în: G. Hunt, L. Larson, dir., "Leadership frontiers", Kent, OH: Kent State University Press
    • R. M. Stogdill, "The evolution of leadership theory", Proceedings of the Academy of Management, New Orleans, pp4–6
  • 1976,
    • Chris Argyris, "Increasing Leadership Effectiveness", New York: John Wiley & Sons
    • J. C. Barrow, "Worker performance and task complexity as causal determinants of leader behavior style and flexibility", Journal of Applied Psychology, Vol 61, pp433-440
    • K. M. Bartol, D. A. Butterfield, "Sex effects in evaluating leaders", Journal of Applied Psychology, 61, pp446-454
    • D. D. Braun, "Alienation and participation: a replication comparing leaders and the ' mass'", Journal of Political and Military Sociology, pp245-259
    • C. Bunch, B. Fisher, "What future for leadership?", Quest, Vol 2, pp2-13
    • J. A., Castellaneta, G. Constantinidis, C. R. Fortuno, D. J. Stang, "Actual versus perceived talkativeness as determinants of judged leadership, popularity, and likeableness", Bulletin of the Psychonomic Society, Vol 8, pp44-46
    • Robert J. House, S. Kerr, C. A. Schriesheim, "Leader initiating structure: a reconciliation of discrepant research results and some empirical tests", Organizational Behavior and Human Performance, 15, pp297-321
    • J. Pandey, "Effects of leadership style, personality characteristics and methods of leader selection on members’ leaders’ behavior", European Journal of Social Psychology, Vol 6, pp475–489
  • 1977,
    • T. D. Affourit, "LEAP (Leadership Evaluation and Analysis Program) at organizational efficiency", Marine Corps Gazette, 61, pp25-26
    • R. L. Akers, "Type of leadership in prison: A structural approach to testing the functional and importation models", Sociological Quarterly, Vol 18, pp378-383
    • G. A. Baker, "Motivating positively is another way of saying leadership", Marine Corps Gazette, 61, pp43-50
    • J. C. Barrow, "The variables of leadership: A review and conceptual framework", Academy of Management Review, 2, pp231-251
    • J. C. Barrow, "Some aspects of attempted, successful, and effective leadership", Academy of Management Review, 2, pp252-276
    • A. M. Biondi, R. B. Noller, S. J. Parnes, dir., Guide to creative action. NYC: Scribners
    • A. M. Bird, "Team structure and success as related to cohesiveness and leadership", Journal of Social Psychology, 103, pp217-223
    • J. P. Campbell, "The cutting edge of leadership: An overview", In: J. G. Hunt et L. L. Larson, dir., "Leadership: The cutting edge", Carbondale: Southern Illinois University Press
    • Cal W. Downs & Terry Pickett, "An analysis of the effects of nine leadership — group compatibility contingencies upon productivity and member satisfaction", Communication Monographs, Vol 44, n°3, August, pp220-230
    • T. Gordon, "Leadership Effectiveness Training", Wyden Books
    • Robert K. Greenleaf, "Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness", New York: Paulist Press
      • Nouvelle édition en 1983, Mahwah, NJ: Paulist Press
    • J. G. Hunt et L. L. Larson, dir., "Leadership: The cutting edge", Carbondale: Southern Illinois University Press
    • S. Kerr et C. A. Schriesheim, "Theories and measures of leadership: a critical appraisal of current and future directions", In: J.G. Hunt & L.L. Larson, dir., "Leadership: the cutting edge, Carbondale: Southern Illinois University Press, pp9-45
    • C. Jeddy LeVar, "The Nixon court: a study of leadership”, The Western Political Quarterly, Vol 30, n°4, pp484-492
    • M. M. Lombardo et M. W. McCall, dir., Leadership: Where Else Can We Go? Durham, NC: Duke University Press
    • M. Maccoby, "The gamesman: the new corporate leaders", Simon & Schuster, New York
    • A. J. Melcher, "Leadership models and research approaches", In: J. G. Hunt & L. Larson, dir., "Leadership: The cutting edge", Carbondale: Southern Illinois University Press, pp94-108
    • R. H. Miles et M. M. Petty, "Leader effectiveness in small bureaucracies", Academy of Management Journal, 20, pp238–250
    • Michael Miller Orr, Thomas O'Rourke, Shirley H. Wattenberg, "Comparison of opinions of social work administration and hospital adminisrators toward leadership tasks", MPH Social Work in Health Care, Vol 2, n°3, May, pp285-293
    • S. J. Parnes, "Creative leadership", In N/S-LTI-G/T, A new generation of leadership. Los Angeles, CA: N/S-LTI-G/T, Brief No. 4
    • J. Pfeffer, "The Ambiguity of Leadership", In: M. M. Lombardo et M. W. McCall, dir., Leadership: Where Else Can We Go? Durham, NC: Duke University Press
    • Ralph M. Stogdill, "Leadership: abstracts and bibliography 1904 to 1974", Columbus: College of Administrative Science, Ohio State University
  • 1978,
    • H. L. Alexander, "Horizontal Leadership", Army, 28, pp45-46
    • Steven H. Appelbaum, “A Profile of Leadership and Motivation Within a Closed Hospital Climate", Health Care Management Review, Vol 3, n°1, Winter, pp77-85
    • J. K. Beatty, J. A. Hales, "The infantry platoon leader", Infantry, 68, pp22-27
    • R. A. Beaumont, "A challenge to professionalism: leadership selection", Military Review, 58, pp77-87
    • E. J. Bloustein, "Leadership: We want it! We need it! We fear it!", Field Artillery Journal, 46, pp45-47
    • P. M. Bons et L. S. Csoka, "Manipulating the situation to fit the leader's style—Two validation studies of Leader Match", Journal of Applied Psychology, 63, pp295-300
    • James M. Burns, "Leadership", New York: Harper and Row
    • C. Fraser, "Small groups: structure and leadership", In: H. Tajfel & C. Fraser, dir., "Introducing Social Psychology", Harmondsworth: Penguin Books, pp176-200
    • Gary Johns, "Task Moderators of the Relationship between Leadership Style and Subordinate Responses", The Academy of Management Journal, Vol 21, n°2, Jun., pp319-325
    • Izzettin Kenis, "Leadership Behavior, Subordinate Personality, and Satisfaction with Supervision", The Journal of Psychology, Vol 98, n°1, January, pp99-107
    • M. M. Lombardo, M. W. McCall, "Leadership", In: M. W. McCall Jr. & M. M. Lombardo, dir., Leadership: Where else can we go?, Durham, NC: Duke University
    • Paul C. Nystrom, "Managers and the hi-hi leader myth", Academy of Management Journal, Vol 21, n°2, Juin, pp325–331
    • Victor H. Vroom et G. Jago, "On the validity of the Vroom Yetton model", Journal of Applied Psychology, 63, pp151–162
  • 1979,
    • M. Baetz et Robert J. House, "Leadership: Some empirical generalizations and new research directions", In: B. M. Staw, dir., Research in organizational behavior, vol. 1, Greenwich, CT: JAI Press, pp341-423
    • L. J. Berkes et J. M. Jermier, "Leader behavior in a police command bureaucracy: A closer look at the quasi-military model", Administrative Science Quarterly, 24, pp1-23
    • S. M. Brown, "Male versus female leaders: A comparison of empirical studies", Sex Roles, 5, pp595-611
    • J. M. Burns, "Two excerpts from leadership", Educational Leadership, 36(6), pp380-383
    • R. H. G. Field, "A critique of the Vroom-Yetton contingency model of leader behavior", Academy of Management Review, 4(2), pp249-257
    • T. Heller, R. T. Stein, "An empirical analysis of the correlations between leadership status and participation rates reported in the literature", Journal of Personality and Social Psychology, Vol 37, pp1993-2002
    • R. J. House, M. Baetz, "Leadership: Some empirical generalisations and new research directions", In: B. Staw, dir., "Research in Organisational Behaviour", Greenwich, Conn.: JAI Press
    • M. Maccoby, "Leadership needs of the 1980’s", Current Issues in Higher Education, Vol 2, pp17–23
    • L. Sayles, "Leadership: What effective managers really do ... and how they do it", New York: McGraw-Hill

De 1980 à 1984

  • 1980,
    • Arthur Blumberg et William Greenfield, "The Effective Principal: Perspectives on School Leadership", Boston: Allyn and bacon
    • J. J. Corson, "Leaders and leadership", Public Administration Review, 40(6), pp630-634
    • A. Jago et Victor H. Vroom, "An evaluation of two alternatives to the Vroom/Yetton Normative Model", Academy of Management Journal, 23, pp347–355
    • E. C. Meyer, "Leadership: A return to the basics", Military Review, 60(7), pp4–9
    • B. Schultz, "Communicative correlates of perceived leaders", Small Group Behaviour, Vol 11, pp175-191
  • 1981,
    • A. A. Abdel-Halim, “Personality and Task Moderators of Subordinate Responses to Perceived Leader Behavior”, Human Relations, Vol 34, pp73-88
    • Robert R. Blake et Jane S. Mouton, "Management by Grid® Principles or Situationalism: Which?", Group and Organization Management, December, vol 6, n°4, pp439-455
    • R. A. Beaumont, "The implications of 3C for leadership", In: J. Buck et Korb, dir., "Military Leadership. Beverly Hills", California: Sage Publications
    • G. O. Ferris, K. M. Rowland, "Leadership, job perceptions, and influence: A conceptual integration", Human Relations, Vol 34, pp1069–1077
    • LaWanda F. Cox, "Lincoln and Black Freedom: A Study in Presidential Leadership", Columbia: University of South Carolina Press
    • P. W. Hom, R. Katerberg, "Effects of within-group and between groups variation in leadership", Journal of Applied Psychology, Vol 66, pp218-223
    • Bertha S. Laury et Marion Wijnberg, "Transforming traditional supervisors into team leaders", Social Work With Groups, Vol 4, n°1-2, November, pp169-180
    • L. Mulligan, G. Mulligan, "Reconstructing restoration science: Styles of leadership and social composition of the early royal society", Social Studies of Science, Vol 11, pp327–364
    • R. C. Tucker, "Politics as leadership", Columbia, MO: University of Missouri Press
    • Gary A. Yukl, "Leadership In Organizations", New York: Prentice Hall
      • seconde édition en 1989, Englewood Cliffs, NJ: Prentice Hall
      • 3ème édition en 1994, Englewood Cliffs, NJ: Prentice-Hall
      • 4ème édition en 1998, Upper Saddle River, NJ: Prentice Hall
      • 5ème édition en 2001, Englewood Cliffs, NJ: Prentice-Hall
      • 6ème édition en 2006, Upper Saddle River, NJ: Pearson/Prentice Hall
  • 1982,
    • R. E. Boyatzis, David C. McClelland, "Leadership motive pattern and long-term success in management", Journal of Applied Psychology, 67(6), pp737-743
    • K. E. Davis, "The status of black leadership: Implications for black followers in the 1980s", Journal of Applied Behavioral Science, 18, pp309-322
      • Repris en 2009, In: Peter G. Northouse, dir., Leadership. Theory and Practice, SAGE
    • R. H. G. Field, "A test of the Vroom-Yetton normative model of leadership", Journal of Applied Psychology, 67(5), pp523-532
    • J. G. Hunt et R. N. Osborn, "Toward a macro-oriented model of leadership: An odyssey", In: J. B. Hunt, U. Sekaran et C. A. Schriesheim, dir., "Leadership: Beyond establishment views", Carbondale, IL: Southern Illinois University Press
    • Robert G. Lord et James S. Phillips, "Schematic information processing and perceptions of leadership in problem-solving groups", Journal of Applied Psychology, 67/4, pp486-492
    • J. B. Miner, "The uncertain future of the leadership concept: Revisions and clarifications", Journal of Applied Behavioral Science, 18, pp293-307
    • G. Morgan et L. Smircich, "Leadership: The Management of Meaning", Journal of Applied Behavioural Science, vol 18, n°2, pp257-273
    • Chester A. Schriesheim, "The Great High Consideration: High Initiating Structure Leadership Myth: Evidence on its Generalizability", The Journal of Social Psychology, April, Vol 116, pp221-228
    • G. Morgan et L. Smirich, “Leadership: The Management of Meaning”, In: J. L. Pierce et J. W. Newstrom, dir., "Leaders & the Leadership Process", Readings, Selfassessments & Applications, McGraw-Hill Higher Education, pp17-21
    • R. P. Vecchio, "A further test of leadership effects due to between-group variation and within-group variation", Journal of Applied Psychology, Vol 67, pp200-208
  • 1983,
    • John Adair, "Effective Leadership", Gower
    • C. Hodgkinson, "The Philosophy of Leadership", Oxford, England: Basil Blackwell
    • J. G. Hunt, R. N. Osbom, H. J. Martin, "A multiple influence model of leadership", Alexandria, VA: U. S. Army Institute for the Behavioral and Social Sciences
    • D. A. Kenny et S. J. Zaccaro, "An Estimate of the Variance Due to Traits in Leadership", Journal of Applied Psychology, 68(4), pp678-685
    • D. L. Krueger, et P. O. Zamarripa, "Implicit contracts regulating small group leadership", Small Group Behavior, 14, pp187-210
    • Robert G. Lord, James S. Phillips et Michael Rush, "Effects of a temporal delay in rating on leader behavior descriptions: A laboratory investigation", Journal of Applied Psychology, 66, pp442-450
    • Robert G. Lord, "An information processing approach to social perceptions, leadership perceptions and behavioral measurement in organizational settings", In: B. L. Staw et L. L. Cummings, dir., "Research in organizational behavior", Vol 7, Greenwich, CT: JAI Press, pp85-128


  • 1984,
    • J. Adams, R. W. Rice, D. Instone, "Follower attitudes toward women and judgments concerning performance by female and male leaders", Academy of Management Journal, 27(3), pp636-643
    • R. A. Alexander, K. P. Carson, J. E. Smith, "Leadership: It can make a difference", Academy of Management Journal, Vol 27, pp765-776
    • O. Behling, C. F. Rauch, "Functionalism: Basis for an alternate approach to leadership", In: J. G. Hunt, D- M. Hosking, C. A. Schriesheim & R. Stewart, dir., "Leaders and Managers: International perspectives on managerial behaviour and leadership", New York: Pergamon
    • D. Anthony Butterfield et Gary N. Powell, "The "High-High" Leader Rides Again!", Group Organization Management, December, vol 9, n°4, pp437-450
    • J. M. Burns, "The power to lead: The crisis of the American Presidency", New York: Simon & Schuster
    • Martin M. Chemers, "Contemporary leadership theory", In: J. T. Wren, dir., "The leader’s companion: Insights on leadership throughout the ages", New York, NY: The Free Press, pp83-99
    • T. E. Cronin, "Thinking and learning about leadership", Presidential Studies Quarterly, 14(1), pp22–34
    • D. M. Hosking, I. E. Morley, "Decision making and negotiation: Leadership and social skills", In: M. Gruneberg & T. Wall, dir., "Social Psychology and Organisational Behaviour", New York & Chichester: Wiley
    • D-M. Hosking, J. G. Hunt, C. A. Schriesheim & R. Stewart, dir., "Leaders and Managers: International perspectives on managerial behaviour and leadership", New York and Oxford: Pergamon Press
    • Barbara Kellerman, "Leadership: Multidisciplinary perspectives", London: Prentice-Hall
    • B. Khadra, “Leadership, Ideology and Development in the Middle East”, Journal of Asian and African Studies, 19: 3/4, pp288-239
    • Will McWhinney, "Alternative Realities: Their Impact on Change and Leadership", Journal of Humanistic Psychology, 24(4), pp7–38
    • R. E. Quinn, "Applying the Competing Values Approach to leadership: Towards an integrative framework", In: D-M. Hosking, J. G. Hunt, C. A. Schriesheim & R. Stewart, dir., "Leaders and Managers: International perspectives on managerial behaviour and leadership", New York and Oxford: Pergamon Press, pp10-27
    • C. F. Rauch, O. Behling, "Functionalism: Basis for an alternate approach to the study of leadership", In: J. G. Hunt, D.M. Hosking, C.A Schriesheim, & R. Stewart, dir., "Leaders and managers: International perspectives on managerial behavior and leadership", Elmsford, N.Y: Pergamon Press, pp45-62
    • C. R. Rees et M. D. Segal, "Role differentiation: The relationship between instrumental and expressive leadership", Small Group Behaviour, Vol 15, n°1, pp109-123
    • Thomas J. Sergiovanni, “Leadership as cultural expression”, J. Steven Ott, dir., Classic Readings in Organizational Behavior, Pacific Grove, CA: Brooks/Cole Publishing Co., pp335-343
    • D. K. Simonton, "Genius, creativity, and leadership", Cambridge, MA: Harvard Univ. Press
    • Jai B. P. Sinha, "A Model of Effective Leadership Style in India", International Studies ofManagement and Organization, Vol 14, pp86-98
    • P. Yetton, "Leadership and supervision", In: M. Gruneberg, T. Wall, dir., "Social Psychology and Organisational Behaviour", Chichester: Wiley

De 1985 à 1989

1985

  • L. Ackerman, “Leadership vs. Managership”, Leadership & Organization Development Journal, Vol 6, n°2, pp17-19
  • J. Adams, J. D. Richards, "A policy capturing approach to examine relationships between attitudes and leadership style", Psychological Reports, 57, pp1279-1289
  • J. Adams et J. D. Yoder, "Effective Leadership for Women and Men", Norwood, New Jersey: Ablex Publishing Corporation
  • Warren Bennis et B. Nanus, "Leaders: strategies for taking charge", Dryden, NY: Dryden Press
  • W. Burke, E. A. Richley, L. DeAngelis, "Changing leadership and planning processes at the Lewis Research Center, National Aeronautics and Space Administration", Human Resource Management, 24(1), pp81–90
  • K. Chung, M. Lubatkin, "Leadership origin and organizational performance in prosperous and declining firms", Academy of Management Proceedings, pp25-29
  • H. Cleveland, "The knowledge executive: Leadership in an information society", New York: Dutton
  • Gregory H. Dobbins, "Effects of Gender on Leaders' Responses to Poor Performers: An Attributional Interpretation", The Academy of Management Journal, Vol 28, n°3, Sep., pp587-598
  • G. R. Ferris, "Role of leadership in the employee withdrawal process: A constructive replication", Journal of Applied Psychology, Vol 70, pp777-781
  • Joe Gowaskie, "John Mitchell and the anthracite mine workers: Leadership conservatism and rank-and-file militancy", Labor History, Vol 27, n°1, December, pp54-83
    • J. Heider, "The Tao of leadership: Lao Tzu’s Tao Te Ching adapted for a new age", Atlanta: Humanics Limited
    • Robert G. Lord, "An information processing approach to social perceptions, leadership and behavioral measurement in organizations", Research in Organizational Behavior, 7, pp87-128

1986

  • G. M. Alliger, C.L. DeVader et R.G. Lord, "A Meta-analysis of the Relation Between Personality Traits and Leadership Perceptions: An Application of Validity Generalization Procedures", Journal of Applied Psychology, 61, pp402-410
  • J. W. Blades, "Rules for Leadership: Improving Unit Performance", Washington,: National Defense University Press
    • A. I. Bryman, "Leadership and Organizations", Routledge and Kegan Paul, London
    • John H. Childers Jr., "Group leadership training and supervision: A graduate course", The Journal for Specialists in Group Work, Vol 11, n°1, March, pp48-52
    • Richard M. Dienesch et Robert C. Liden, "Leader-Member Exchange Model of Leadership: A Critique and Further Development", The Academy of Management Review, Vol 11, n°3, Jul., pp618-634
    • G. H. Dobbins et S. J. Platz, "Sex differences in leadership: How real are they?", Academy of Management Review, 11, pp118-127
    • D. Duke, "The aesthetics of leadership", Education Administration Quarterly, 22 (7), pp7-27
    • B. A. Fisher, "Leadership: When does a difference make a difference?", In: R.Y. Hirokawa & M.S. Poole, dir., "Communication and Group Decision-Making", Beverly Hills: Sage, pp197-215
    • Robert E.C. Frey, J. Jeffries McWhirter, "Development of group leaders: A pregroup training and supervision model", The Journal for Specialists in Group Work, Vol 11, n°1, March, pp25-29
    • G. Gemmill, "The mythology of the leader role in small groups", Small Group Behavior, 17(1), pp41-48
  • D. Groh, "The dilemma of unwanted leadership in social movements: The German example before 1914", In: G. F. Graumann, Serge Moscovici, dir., "Changing conception of leadership", New York: Springer-Verlag
    • D. M. Hosking, I. E. Morley, "The skills of leadership", In: G. Debus & H-W Schroiff, dir., "The Psychology of Work and Organisation", North Holland: Elsevier, pp273-280
    • John White, "Excellence in leadership reaching goals with prayer, courage, and determination", Downers Grove, IL InterVarsity Press

1988

  • F. G. Bailey, "Humbuggery and manipulation: The art of leadership", Ithaca: Cornell University Press
  • B. R. Baliga, H. P. Dachler, J. G. Hunt, C. A. Schriesheim, dir., "Emerging leadership vistas", Lexington, MA: Lexington Books, DC Heath
  • B. R. Baliga et J. G. Hunt, "An organizational life cycle approach to leadership", In: B. R. Baliga, H. P. Dachler, J. G. Hunt, C. A. Schriesheim, dir., "Emerging leadership vistas", Lexington, MA: Lexington Books, DC Heath, pp125-149
  • D. Banner, J. Blasingame, "Towards a Developmental Paradigm of Leadership", Leadership and Organizational Development Journal, 9(4)
  • Paul V. Bredeson, "Communications as a Measure of Leadership in Schools: A Portraiture of School Principals", The High School Journal, Vol 71, n°4, Apr. - May, pp178-186
  • S. K. Britt, M. B. Clark, F. H. Freeman, "Leadership education ’87: A source book", Greensboro, N.C.: Center for Creative Leadership
  • T. Case, L. Dosier, C. Murkison, B. Keys, "How managers influence superiors: A study of upward influence tactics", Leadership and Organizational Development Journal, l 9(4), pp25-31
  • D. V. Day, Robert G. Lord, "Executive leadership and organizational performance: Suggestions for a new theory and methodology", Journal of Manugemenr, 14, pp453-464
  • Peter Drucker, "Leadership: More Doing Than Dash", Wall Street Journal, January, 6: 14
  • R. M. Fulmer et M. Sashkin, "Toward an organizational leadership theory", In: J. G. Hunt, B. R. Baliga, H. P. Dachler & C. A. Schriesheim, dir., "Emerging leadership vistas", Lexington, MA: Lexington Books, DC Heath, pp51-65
  • R. Hartshorn, D. McCreight, J. Prather, "A team leadership development program: The Elementary Science Education Institute (ESEI)", Education, 108(4), p454
  • J. Heider, "Tao of Leadership", Bantam Books
  • D. M. Hosking, "Organizing, leadership, and skilful process", Journal of Management Studies, 25(2), pp147-166
  • A. G. Jago et Victor H. Vroom, "The new leadership: Managing participation in organizations", Englewood Cliffs, NJ: Prentice Hall
  • Dorothy B. James, "Television and the Syntax of Presidential Leadership", Presidential Studies Quarterly, Vol 18, n°4, Images and Issues '88, Fall, pp737-739
  • Graham Little, "Strong Leadership: Thatcher, Reagan and An Eminent Person", Oxford: Oxford University Press
  • John P. Kotter, "The leadership factor", New York: Free Press
    • G. Little, "Strong Leadership", Oxford University Press, Melbourne
    • Michael Maccoby, "Why Work: Leading the New Generation", New York: Simon & Schuster
    • W. Manchester, "Manchester on leadership", Modern Maturity, 31(5), pp40–46, pp108–111
    • R. E. Numerof et J. Seltzer, "Supervisory leadership and subordinate burnout", Academy of Management Journal, 31, pp439–446
    • E. Romanelli, M. L. Tushman, "Executive leadership and organizational outcomes: An evolutionary perspective", In: D. J. Hambrick, dir., "The executive effect: Concepts and methods for studying top managers", Greenwich, CT: JAI Press, pp129-146
    • V. J. Vanderslice, "Separating Leadership from Leaders: An Assessment of the Effect of Leader and Follower Roles in Organizations", Human Relations, 41, pp677-696

De 1990 à 1994

1990

  • R. H. Bates, W. T. Bianco, "Cooperation by Design: Leadership, Structure, and Collective Dilemmas", The American Political Science Review, vol 84, pp133-147
  • V. J. Bentz, "Contextual issues in predicting high level leadership performance: contextual richness as a criterion consideration in personality research with executives", In: K. E. Clark, M. B. Clark, dir., "Measures Of Leadership", Leadership Library of America, West Orange, NJ, pp131-143
  • A. Cann, W. D. Siegfried, "Gender stereotypes and dimensions of effective leader behavior", Sex Roles, 32(7–8), pp413–419
  • K. Clark et M. Clark, dir., "Measures of Leadership", Greensboro: Centre for Creative Leadership
  • W. Cohen, "The art of the leader", Engelwood Cliffs, NJ: Prentice Hall
  • Jay A. Conger, “The dark side of leadership”, Organizational Dynamics, 19 (2), pp44-55
  • S. R. Covey, "Principle-centered leadership", New York: Fireside Books
  • J. O. Crom, "What’s New in Leadership?", Executive Excellence(January), pp15-16
  • J. M. Dukerich, M. L. Nichols, D. R. Elm, D. A. Vollrath, "Moral reasoning in groups: Leaders make a difference", Human Relations, Vol 43, pp473−493
  • A. Eagly et B. Johnson, "Gender and the emergence of leaders: A meta-analysis", Psychological Bulletin, 108, pp233-256
  • H. G. Field et Robert J. House, "A test of the Vroom-Yetton model using manager and subordinate reports", Journal of Applied Psychology, 75(3), pp362-366
  • H. G. Field, D. A. van Seters, "The evolution of leadership theory", Journal of organizational change management, 3(3), pp29-45
  • J. Gardner, "On Leadership", New York: The Free Press
  • C. A. Higgins et J. M. Howell, "Leadership behaviors, influence tactics, and career experiences of champions of technological innovation", Leadership Quarterly, 1, pp249-264
  • John A. Kline, "Communications for the Leader", In: Richard I. Lester et A. Glenn Morton,, dir., "AU-24 Concepts for Air Force Leadership", Maxwell AFB, Ala.: Air University
  • J. Kotter, "A Force for Change: How leadership differs from management", New York: Free Press
  • K. W. Kuhnert et C. J. Russell, "Using constructive developmental theory and biodata to bridge the gap between personnel selection and leadership", Journal of Management, 16, pp595-607
  • Robert G. Lord, Karen J. Maher, "Leadership perceptions and leadership performance: Two distinct but interdependent processes", In: J. Carroll, dir., "Advances in applied social psychology: Business settings (Volume 4)", Hillsdale, NJ: Erlbaum, pp129-154
  • James R. Meindl, "On leadership: An alternative to the conventional wisdom", In: B. M. Staw et L. L. Cummings, dir., "Research in organizational behavior", Greenwich/London: JAI Press, pp159-203
  • Judy Roesner, "Ways women lead", Harvard Business Review, November - December, 68(6), pp119–125
  • T. J. Sergiovanni, "Value-added leadership", New York: Harcourt Brace Jovanovich

1991

  • M. R. Barrick, D. V. Day, R. G. Lord, R. A. Alexander, "Assessing the utility of executive leadership", The Leadership Quarterly, 2(1), pp9–22
  • Richard L. Andrews, Margaret R. Basom & Myron Basom, "Instructional leadership: Supervision that makes a difference", Theory Into Practice, Vol 30, n°2, March, pp97-101
  • J. Arvonen et G. Ekvall, “Change-centered Leadership: An Extension Of The Two-Dimensional Model”, Scandinavian Journal of Management, 7, pp17-26
  • James A. Autry, "Love and Profit: The Art of Caring Leadership", New York: William Morrow and Company
  • Ruchi Behari, Jayesh Ranjan, "Leader's Attribution of Subordinate's Poor Task Performance: Some Further Empirical Considerations", Indian Journal of Industrial Relations, Vol 27, n°1, Jul., pp83-91
  • L. G. Bolman, "Reframing Organisations: Artistry, Choice and Leadership", San Francisco, Jossey-Bass Inc, Publishers
  • L. G. Bolman et T. E. Deal, "Leading and managing: effects of context, culture, and gender", Educational Administration Quarterly, Vol 28, n°3, pp13-14
  • C. C. Chen, J. R. Meindl, "The construction of leadership images in the popular press: The case of Donald Burr and People Express", Administrative Science Quarterly, 36, pp521-551
  • S. D. Clement, E. Jaques, "Executive leadership: A practical guide to managing complexity", Arlington, VA: Cason Hall
  • T. Darcy, B. H. Kleiner, “Leadership for Change in a Turbulent Environment”, Leadership and Organization Development Journal, 12(5), pp12-16
  • A. H. Eagly et S. J. Karau, "Gender and the emergence of leaders: A meta-analysis", Journal of Personality and Social Psychology, 60, pp685-710
  • E. A. Fleishman, M. B. Hein, M. D. Mumford, S. J. Zaccaro, K. Y. Levin, A. L. Korotkin, "Taxonomic efforts in the description of leadership behavior: A synthesis and functional interpretation", Leadership Quarterly, 2, pp245-287
  • J. Gilbert, M. D. Mumford, K. K. Thor, S. J. Zaccaro, "Leadership and social intelligence: Linking social perceptiveness and behavioral flexibility to leader effectiveness", Leadership Quarterly, (2), pp317−331
  • Robert J. House, W. D. Spangler, J. Woycke, "Personality and Charisma in the U.S. Presidency: A Psychological Theory of Leader Effectiveness", Administrative Science Quarterly, Vol 36, pp364–396
  • James G. Hunt, "Leadership: A new synthesis", Newbury Park: Sage
  • T. O. Jacobs, E. Jaques, "Executive leadership", IN: Gal R., Manglesdorff A. D., dir., "Handbook of military psychology", New York, Wiley
  • Edwin A. Locke et Shelley A. Kirkpatrick, "Leadership: Do Traits Matter?", Academy of Management Executive, 5, pp48-60
  • Robert G. Lord et Karen J. Maher, "Leadership and information processing. Linking perceptions and performance", Boston: Unwin Hyman
  • Thierry C. Pauchant, "Transferential leadership. Towards a more complex understanding of charisma in organizations", Organization Studies, 12/4, pp507-527
  • Joseph C. Rost, "Leadership For the Twenty-First Century", Westport Connecticut, London: Praeger
  • Henry L. Tosi, "The Organization as a Context for Leadership Theory: A Multilevel Approach", Leadership Quarterly, Vol 2, n°3, pp205-228
  • D. G. Winter, "A motivational model of leadership: predicting long-term management success from TAT measures of power motivation and responsibility", Leadership Quarterly, 2(2), pp67–80

1993

  • Deborah Alexander, Kristi Andersen, "Gender as a Factor in the Attribution of Leadership Traits", Political Research Quarterly, Vol 46, n°3, Sep., pp527-545
  • L. Atwater, F. Yammarino, "Personal attributes as predictors of superiors' and subordinates' perceptions of military academy leadership", Human Relations, 46, pp645-668
  • R. Ayman et M. M. Chemers, dir., "Leadership theory and research: Perspectives and directions", San Diego, CA: Academic Press
  • Susan Blumenfield, Helen Rehr, Gary Rosenberg, "Enhancing Leadership Skills Through an International Exchange", Social Work in Health Care, Vol 18, n°3-4, October, pp13-33
  • Jose Edgardo Campos, "Leadership and the principle of shared growth: Insights into the Asian miracle", Asian Journal of Political Science, Vol 1, n°2, December, pp1-38
  • Martin M. Chemers, dir., Leadership theory and research: perspectives and directions, Academic Press, ISBN 0121706095, ISBN 9780121706098
  • M. Citera, R. Cropanzano, K. James, "A goal hierarchy model of personality, motivation, and leadership", Research in Organizational Behavior, Vol 15, pp267–322
  • D. Cochran, M. Schnake, M. Dumler, "The relationship between traditional leadership, super leadership and organizational citizenship", Group & Organization Management, Vol 18, pp352-365
  • Brenda Gameau, Carol Irizarry, Ruth Walter, "Social Work Leadership Development Through International Exchange", Social Work in Health Care, Vol 18, n°3-4, October, pp35-46
  • John William Gardner, "On Leadership", Free Press, ISBN 0029113121, ISBN 9780029113127
  • J. M. George, "Leader positive moral and group performance: The case of customer service", Journal of Applied Psychology, Vol 25, pp778-794
  • Robert G. Lord et K. J. Maher, "Leadership and information processing: Linking perceptions and performance", London: Routledge
  • James R. Meindl, "Reinventing leadership: A radical, social psychological approach", In: J. K. Murnighan, dir., "Socialpsychology in organizations Englewood Cliffs, NJ: Prentice-Hall, pp89-118
  • Joseph C. Rost, "Leadership development in the new millennium", Journal of Leadership Studies, 1(1), pp92-110
  • Joseph C. Rost, "Leadership for the twenty-first century", Westport, CT: Praeger
  • Julio J. Rotemberg, Gerth Saloner, "Leadership Styles and Incentives", Management Science, Vol 39, n°11, pp1299-1318[1]
  • R. Starratt, "The Drama of Leadership", London: Farmer Press

1994

  • J. D. W. Beck, N. M. Yeager, "The Leader’s Window: Mastering the Four Styles of Leadership to Build Higher-Performing Teams", New York, John Wiley, Inc.
  • W. C. Byham, J. George, J. M. Wilson, R. S. Wellins, "Leadership trapeze: Strategies for leadership in team-based organizations", Jossey-Bass Publishers
  • G. Capowski, “Anatomy of a Leader: Where are the Leaders of Tomorrow?”, Management Review, March, pp10-17
  • R. W. Clement, "Culture, Leadership, and Power: The Key to Organizational Change", Business Horizons, January-February, pp33-39
  • Jay A. Conger, "Spirit at work: Discovering the spirituality in leadership", San Francisco: Jossey-Bass
  • G. J. Curphy, R. Hogan, J. Hogan, "What we know about leadership: effectiveness and personality", American Psychologist, Vol 49, n°6, pp493-504
  • David V. Day et Charlotte R. Gerstner, "Cross-cultural comparison of leadership prototypes", Leadership Quarterly, 5/1, pp121-134
  • W. H. Drath et C. J. Palus, "Making common sense: Leadership as meaning-making in a community of practice", Greensboro: Center for Creative Leadership
    • Ronald A. Heifetz, "Leadership Without Easy Answers", Cambridge, Mass: The Belknap Press of Harvard University Press
    • R. D. Herman, "The Jossey-Bass Handbook of Nonprofit Leadership and Management", San Francisco, CA: Jossey-Bass
    • E. J. Hill et S. Weiner, "Effective Leadership in a Mobile Environment", Mt. Pleasant, N.Y.: IBM
    • A. G. Jago, Le leadership. Perspectives théoriques et recherche, In: C. Louche, dir., Individu et organisation, Neuchâtel, Delachaux et Niestlé, pp113-136
  • S. King, "What is the latest on leadership?", Management Development Review, 7(6), pp7-9
  • Victor Levintan, Sheila M. Puffer, Christa L. Walck, Max Waterman, "Understanding the Bear: A Portrait of Russian Business Leaders [and Executive Commentary]", The Academy of Management Executive (1993-2005), Vol 8, n°1, Feb., pp41-61
  • M. Loeb, "Where leaders come from", Fortune, 130(6), pp241-242
  • Toon van Meijl, "Maori hierarchy transformed: The secularization of tainui patterns of leadership", History and Anthropology, Vol 7, n°1-4, November, pp279-305
    • Gregory Mixon, "Henry Mcneal Turner Versus the Tuskegee Machine: Black Leadership in the Nineteenth Century", Journal of Negro History, 79, pp363-380
    • K. Nair, "A higher standard of leadership: Lessons from the life of Gandhi", San Francisco: Berrett-Koehler
    • P. J. Palmer, "Leading from within: Reflections on spirituality and leadership", Washington: The Servant Leadership School
    • G. Wills, "Certain trumpets: The nature of leadership", New York: Simon & Schuster
    • Gary Yukl, "Leadership in Organizations", Englewood Cliffs, NJ: Prentice-Hall

De 1995 à 1999

De 2000 à 2004

  • 2002, Julian Stern, "EMU Leadership: An egalitarian magnanimous undemocratic way for schools", International Journal of Children's Spirituality, Vol 7, n°2, August, pp143-158

De 2005 à 2009

  • 2007, Yuki Takatori, "‘America's’ War Crimes Trial? Commonwealth Leadership at the International Military Tribunal for the Far East, 1946–48", The Journal of Imperial and Commonwealth History, Vol 35, n°4, December, pp549-568

Depuis 2010

2011

  • B. Al-Ani, A. Horspool, M. C. Bligh, "Collaborating with 'Virtual Strangers': Towards Developing a Framework for Leadership in Distributed Teams", Leadership, 7(3), August
  • F. Bernhard, M. P. O'Driscoll, "Psychological Ownership in Small Family-Owned Businesses: Leadership Style and Nonfamily-Employees’ Work Attitudes and Behaviors", Group & Organization Management, Vol 36, pp345-384
  • Alan Bryman, D. L. Collinson, Keith Grint, B. Jackson et M. Uhl-Bien, dir., "The Sage handbook of leadership", London: SAGE Publications Ltd
  • K. Cameron, "Responsible leadership as virtuous leadership", Journal of Business Ethics, 98(1), pp25–35
  • Wendy Campbell, "Resilient Leadership", AI Practitioner, Vol 13, n°2
  • D. L. Collinson, "Critical leadership studies", In A. Bryman, D. Collinson, K. Grint, B. Jackson, Mary Uhl-Bien, dir., "The SAGE handbook of leadership", London, England: SAGE, pp181-194
  • D. Collinson, Keith Grint et B. Jackson, "Leadership", Los Angeles, Calif. ; London: Sage
  • D. Chrobot-Mason, C. Ernst, "Flat World, Hard Boundaries – How to Lead Across Them", MIT Sloan Management Review, Spring, 52(3)
  • L. A. DeChurch, N. J. Hiller, T. Murase, D. Doty, "Searching for outcomes of leadership : A 25 years review", Journal of Management, Vol 37, pp1137-1177
  • Rosemary Deem, Jonathan Morris, Dermot O'Reilly, Mike Wallace, "Public Service Leaders as ‘Change Agents’ – for Whom? Responses to leadership development provision in England", Public Management Review, Vol 13, n°1, January, pp65-93
  • Clive Dimmock & Jonathan W.P. Goh, "Transformative pedagogy, leadership and school organisation for the twenty-first-century knowledge-based economy: the case of Singapore", School Leadership & Management, Vol 31, n°3, July, pp215-234
  • Al Fraher, "Thinking through Crisis: Improving Teamwork and Leadership in High-Risk Fields", New York: Cambridge University Press
  • Mario Gastaldi, "New Leaders: How Conflict Transforms Into Distributed Leadership, Producing Organizational Fitness", AI Practitioner, Vol 13, n°1
  • John Gibney, "Knowledge in a “Shared and Interdependent World”: Implications for a Progressive Leadership of Cities and Regions", European Planning Studies, Vol 19, n°4, April, pp613-627
  • R. Gill, "Theory and practice of leadership", (2nd ed), London: Sage
  • Keith Grint, "A history of leadership", In: Alan Bryman, D. Collinson, Keith Grint, B. Jackson, Mary Uhl-Bien, dir., "Sage handbook of leadership", London: Sage, pp3-14
  • B. Jackson, K. Parry, "A very short fairly interesting and reasonably cheap book about studying leadership", London: Sage
  • S. K. Johnson, S. A. Murphy, "The Benefits of a Long-Lens Approach to Leader Development: Understanding the Seeds of Leadership", Leadership Quarterly, Vol 22, pp459-70
  • S. K. Johnson, R. J. Reichard, "Leader self-development as organizational strategy", The Leadership Quarterly, 22(1), pp33–42
  • Lisa Kimball, "The Leadership ‘Sweet Spot’", AI Practitioner, Vol 13, n°1
  • Katherine J. Kleina, Andrew P. Knightb, Jonathan C. Ziegertc, Beng Chong Limd et Jessica L. Saltze, "When team members’ values differ: The moderating role of team leadership", Organizational Behavior and Human Decision Processes, Vol 114, n°1, January, pp25-36
  • Daniel Lieberfeld, "Reconciliation-Oriented Leadership: Chilean President Michelle Bachelet", Peace and Conflict: Journal of Peace Psychology, Vol 17, n°3, July, pp303-325
  • T. Maak, N. M. Pless, "Responsible leadership: Pathways to the future", Journal of Business Ethics, Vol 98, pp3–13
  • Unnikammu Moideenkutty & Stuart M Schmidt, "Leadership tactics: enabling quality social exchange and organizational citizenship behavior", Organization Management Journal, Vol 8, n°4, December, pp229-241
  • Srinivasan S. Pillay, "Your Brain and Business: The Neuroscience of Great Leaders", Upper Saddle River, NJ: FT Press
  • Cynthia Roberts, Carolyn Roper, "The Four C's of Leadership Development", In: Jason A. Wolf, Heather Hanson, Mark J. Moir, Len Friedman, Grant T. Savage, dir., "Organization Development in Healthcare: Conversations on Research and Strategies", Advances in Health Care Management, Vol 10, Emerald Group Publishing Limited, pp125-149
  • Keimei Sugiyama et Tojo Thatchenkery, "Making the Invisible Visible: Understanding Leadership Contributions of Asian Minorities in the Workplace", New York: Palgrave Macmillan
  • Dale Walton, commentaire du livre de Huiyun Feng, "Chinese Strategic Culture and Foreign Policy Decision-Making: Confucianism, Leadership and War", Comparative Strategy, Vol 30, n°1, March, pp100-101
  • M. Walton, "Leadership behavior-in-context: An antidote to leadership hype", Industrial and Commercial Training, Vol 43, pp415–421

2014

  • Jamie B. Barker, Pete Coffee, Andrew L. Evans, Matthew J. Slater, "Promoting shared meanings in group memberships: a social identity approach to leadership in sport", Reflective Practice, Vol 15, n°5, September, pp672-685
  • Rahul C. Basole & Jagannath Putrevu, "On Leadership, Alliance Formation, and Enterprise Transformation", Journal of Enterprise Transformation, Vol 4, n°1, January, pp28-50
  • Gerhard Blickle, Christian Ewen, Andreas Wihler, Rachel E. Frieder, Robert Hogan & Gerald R. Ferris, "Leader Advancement Motive, Political Skill, Leader Behavior, and Effectiveness: A Moderated Mediation Extension of Socioanalytic Theory", Human Performance, Vol 27, n°5, October, pp373-392
  • Barbara de la Harpe & Thembi Mason, "Leadership of learning and teaching in the creative arts", Higher Education Research & Development, Vol 33, n°1, January, pp129-143
  • Daniel Houser, David M. Levy, Kail Padgitt, Sandra J. Peart, Erte Xiao, "Raising the price of talk: An experimental analysis of transparent leadership", Journal of Economic Behavior & Organization, vol 105(C), pp208-218
  • F. de Fruyt, M. Redeker, R. E. de Vries, D. Rouckhout, P. Vermeren, "Integrating leadership: The leadership circumplex", European Journal of Work and Organizational Psychology, 23(3), pp435-455
  • J. E. Dinh, R. G. Lord, W. L. Gardner, J. D. Meuser, R. C. Liden, J. Hu, "Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives", The Leadership Quarterly, 25(1), pp36-62
  • Olivier Doucet, Marie-Claude Gaudet, Michel Tremblay, "Exploring the black box of the contingent reward leadership–performance relationship: The role of perceived justice and emotional exhaustion", European Journal of Work and Organizational Psychology, Vol 23, n°6, November, pp897-914
  • G. R. Hickman, G. J. Sorenson, "The power of invisible leadership: How a compelling common purpose inspires exceptional leadership", Thousand Oaks, CA: Sage
  • C. S. Howard, Justin A. Irving, "The impact of obstacles defined by developmental antecedents on resilience in leadership formation", Management Research Review, 37(5), pp466-478
  • Stephen Jull, Sue Swaffield & John MacBeath, "Changing perceptions is one thing…: barriers to transforming leadership and learning in Ghanaian basic schools", School Leadership & Management, Vol 34, n°1, January, pp69-84
  • P. Salovaara, "Video: Leadership in spaces and places", Organizational Aesthetics, 3(1), pp79-

2015

  • Recep Akdag, "Lessons from Health Transformation in Turkey: Leadership and Challenges", Health Systems & Reform, Vol 1, n°1, January, pp3-8
  • Bruno Broucker, "Leadership and culture: comparative models of top civil servant training", International Review of Public Administration", Vol 20, n°4, October, pp390-393
  • Oleksander Chernyshenko, Nigel Guenole, Stephen Stark & Fritz Drasgow, "Are predictions based on situational judgement tests precise enough for feedback in leadership development?", European Journal of Work and Organizational Psychology, Vol 24, n°3, May, pp433-443
  • David DeBrot, Wei Wei, Carol Witney, "The role of leadership in small scale educational change", Asia Pacific Journal of Education, Vol 35, n°1, January, pp40-54
  • Antoinette Gagné & Stephanie Soto Gordon, "Leadership education for English language learners as transformative pedagogy", Intercultural Education, Vol 26, n°6, November, pp530-546
  • Ruth Harris, Gillian Hewitt, Sarah Sims, "Evidence of a shared purpose, critical reflection, innovation and leadership in interprofessional healthcare teams: a realist synthesis", Journal of Interprofessional Care, Vol 29, n°3, May, pp209-215
  • Hua Jiang, Owen Kulemeka, Yi Luo, "Strategic Social Media Management and Public Relations Leadership: Insights from Industry Leaders", International Journal of Strategic Communication, Vol 9, n°3, July, pp167-196
  • Yaffa Moskovich, "Activist Leadership in the New Israeli Labour Unions — The Histadrut. Bringing about Privatisation, Downsizing, and Goal Transformation: An Israeli Case Study", Journal of Organisational Transformation & Social Change, Vol 12, n°2, August, pp159-177
  • Ross Notman, "Seismic Leadership, Hope, and Resiliency: Stories of Two Christchurch Schools Post-Earthquake", Leadership and Policy in Schools? Vol 14, n°4, October, pp437-459
  • Maria Pietilä, "Tenure track career system as a strategic instrument for academic leaders", European Journal of Higher Education, Vol 5, n°4, October, pp371-387
  • Brian E. White, "On Leadership in the Complex Adaptive Systems Engineering of Enterprise Transformation", Journal of Enterprise Transformation, Vol 5, n°3, July, pp192-217

2016

  • John Reynolds & Jon Wallace, "Envisioning the Future of Christian Higher Education: Leadership for Embracing, Engaging, and Executing in a Changing Landscape", Christian Higher Education, Vol 15, n°1-2, January, pp106-114

2019

  • Benjamin E. Hermalin, "Leadership as Persuasion", In: Roger Congleton, Bernard Grofman, Stefan Voigt, dir., "The Oxford Handbook of Public Choice", Vol 1, Oxford: Oxford University Press, pp683–712

Notes et références

  1. ↑ Les auteurs se préoccupent de la façon dont les styles de leadership sont influencés par les contingences environnementales. Cependant, dans le cadre d'un contrat incomplet qui un rôle clé dans leur article, l'offre d'incitations auprès des salariés n'est pas simple. Plus précisément, ils considèrent le problème de la rémunération ne peut pas être basée sur l'effort non observable du gestionnaire mais lorsqu'elle doit être basée sur la mise en œuvre du projet. C'est le cas particulier des cadres intermédiaires qui développent des idées de projet. Par conséquent, le contrat est incomplet et l'engagement est imparfait. Ainsi, le style de leadership affecte les croyances des employés sur la façon dont ils seront rémunérés dans diverses circonstances.

Articles connexes

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Leadership
Concepts fondamentaux Leadership, théorie LMX, théorie autrichienne du leadership, théorie du management versus leadership, Followership, Théorie de l'attribution du leadership, Théorie de la catégorisation du leadership, Construction sociale du leadership, Romance du leadership, Théorie des substituts au leadership
Types de leadership Leadership machiavélien, leadership serviteur, leadership d'intendance, Leadership fondé sur les valeurs, Leadership humble, Leadership paternaliste, Leadership dispersé, Leadership distribué, Leadership partagé, Leadership collaboratif, Leadership démocratique, Leadership participatif, Leadership d'équipe, Co-leadership, Leadership dynamique, Leadership flexible, Leadership adaptatif, Leadership créatif, E-leadership, Leadership esthétique, Leadership intégral, Leadership scolaire, Leadership implicite, Leadership d'opinion, Leadership évolutionnaire, Leadership féminin, Leadership politique, Leadership présidentiel, Self-leadership, Leadership agile, Leadership appréciatif
Leadership religieux Leadership biblique, leadership spirituel, Leadership chrétien
Auteurs majeurs sur le leadership Bruce J. Avolio, Bernard M. Bass, Warren Bennis, Fred Fiedler, George B. Graen, Edwin Hollander, James M. Kouzes, Kurt Lewin, Rensis Likert, Edwin A. Locke, Charles Manz
Auteurs mineurs sur le leadership Chester Barnard, Douglas McGregor, Henry Mintzberg, Mary Parker Follett, Edgar H. Schein, Philip Selznick
Bibliographies sur le leadership Leadership : Bibliographie, Leadership charismatique (Bibliographie)


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