About Me
Annotated Bibliography
De Luque, M., Washburn, N. T., Waldman, D. A., & House, R. J. (2008). Unrequited Profit: How Stakeholder and Economic Values Relate to Subordinates ' Perceptions of Leadership and Firm Performance. Administrative Science Quarterly, 53(4), 626-654.
The purpose of this particular study was to examine the indirect effects of executive’s stakeholder and economic values on firm performance through their followers ' perceptions of leadership and follower’s extra effort. Different executives from more than 17 countries showed emphasis on economic values that was parallel to autocratic leadership perceptions of the people that were being led. When it comes to stakeholder values however, perceptions are parallel to visionary leadership. These findings were interesting because they show how followers have certain perceptions about certain leaders. For example, economic driven leaders have the reputation for being hard driving while stakeholder driven leaders have the reputation for being purposeful in whatever they do.
Felfe, J., & Schyns, B. (2010). Followers ' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity. Hypothesis British Journal of Management, 21(2), 393-410.
Everyone knows that leaders are perceived to have an effect on their follower’s attitude and behavior. In this study, the authors reversed this order and investigate the degree to which the evaluation of leadership is a result of followers ' perceptions and attributions. In order to corroborate and extend previous experimental research, a field study was conducted to analyze the influence of follower’s personality and perceived leader personality on followers ' perception of leadership within an organizational setting. When the study was finished, the results showed that the perception of the leaders personality had a big impact on whether or not the follower look at them as a favorable leader.
Froeschle, J. G., &
De Luque, M., Washburn, N. T., Waldman, D. A., & House, R. J. (2008). Unrequited Profit: How Stakeholder and Economic Values Relate to Subordinates ' Perceptions of Leadership and Firm Performance. Administrative Science Quarterly, 53(4), 626-654.
The purpose of this particular study was to examine the indirect effects of executive’s stakeholder and economic values on firm performance through their followers ' perceptions of leadership and follower’s extra effort. Different executives from more than 17 countries showed emphasis on economic values that was parallel to autocratic leadership perceptions of the people that were being led. When it comes to stakeholder values however, perceptions are parallel to visionary leadership. These findings were interesting because they show how followers have certain perceptions about certain leaders. For example, economic driven leaders have the reputation for being hard driving while stakeholder driven leaders have the reputation for being purposeful in whatever they do.
Felfe, J., & Schyns, B. (2010). Followers ' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity. Hypothesis British Journal of Management, 21(2), 393-410.
Everyone knows that leaders are perceived to have an effect on their follower’s attitude and behavior. In this study, the authors reversed this order and investigate the degree to which the evaluation of leadership is a result of followers ' perceptions and attributions. In order to corroborate and extend previous experimental research, a field study was conducted to analyze the influence of follower’s personality and perceived leader personality on followers ' perception of leadership within an organizational setting. When the study was finished, the results showed that the perception of the leaders personality had a big impact on whether or not the follower look at them as a favorable leader.
Froeschle, J. G., &
Bibliography: De Luque, M., Washburn, N. T., Waldman, D. A., & House, R. J. (2008). Unrequited Profit: How Stakeholder and Economic Values Relate to Subordinates ' Perceptions of Leadership and Firm Performance. Administrative Science Quarterly, 53(4), 626-654. Herbst, T. H., & Conradie, P. P. (2011). Leadership effectiveness in Higher Education: Managerial self-perceptions versus perceptions of others. SAJIP: South African Journal s of Industrial Psychology, 37(1), 1-14. Lord, R. G. (1977). Functional Leadership Behavior: Measurement and Relation to Social Power and Leadership Perceptions. Administrative Science Quarterly, 22(1), 114-133. Quader, M. (2011). Perception of Leadership Styles and Trust across Cultures and Gender: A Comparative Study on Barack Obama and Hillary Clinton. South Asian Journal of Management, 18(2), 30-59. Tremblay, M. A. (2010). Fairness Perceptions and Trust as Mediators on the Relationship Between Leadership Style, Unit Commitment, and Turnover Intentions of Canadian Forces. Personnel Military Psychology, 22(4), 510-523. Waldman, D. A. (2006). Cultural and Leadership Predictors of Corporate Social Responsibility Values of Top Management: A GLOBE Study of 15 Countries. Journal Of International Business Studies, 37(6), 823-837.