Peter_G._Northouse_Leadership__Theory_and_Practiz-lib.org

Case 16.1: A Challenging Workplace As a leader in campus organizations, Samira Tanaka, a student, often led projects and took deadlines very seriously. Her strong work ethic led to an internship offer at a Japanese automotive company. At orientation for her internship, Samira learned that Japanese companies historically had little diversity in terms of race and gender. Women in Japan were not as prevalent in the workforce as in North America. In an effort to adapt to North American norms, Japanese subsidiaries had well-developed diversity policies. For example, Samira tracked the usage of minority-owned businesses in the company’s supply base. This ensured that the company invested in local businesses that operated in traditionally economically disadvantaged areas. Investing in the local community was already an important business value in Japan, so this was a simple adaptation for Samira’s company. The company culture was a unique blend of Japanese and North American work styles. The employees in North America worked fewer hours than the employees in Japan. Around the office, it was common for employees to hear Japanese and English. However, management still had some internal conflict. Japanese advisers were perceived as focusing on the creation of consensus in teams, often leading to slow decision making. North American workers were seen as rushing into projects without enough planning. Feedback was indirect from both Japanese and North American managers. Samira successfully completed two internship rotations and was about to graduate from college. Her new manager often asked her to follow up with other team members to complete late tasks. As she had been taught in school, she was proactive with team members about completing their work. Samira thought she was great at consistently inviting others to participate in the decision-making process. She always offered her opinion on how things could be done better, and sometimes even initiated tasks to improve processes on her own. Although she saw herself as an emerging take-charge leader, Samira always downplayed her ambitions. In school, she was often stereotyped in negative ways for being an assertive female leader, and she didn’t want to be seen in that way at work. Some of her peers at work advised her that it was important to consider working at a plant near her hometown because it would be closer to her family. However, she was not interested in following that advice. Samira thought it was more exciting to work near a large city or to take a job that involved travel. She didn’t think it was appropriate to discuss with her peers her family concerns in relation to her future job needs. Toward the end of her final internship, Samira received a performance evaluation from a senior manager. Her manager praised her as being very dependable, as planning deadlines well, and as being very competent at her tasks overall. However, he also told her she was increasingly perceived as too pushy, not a team player, and often speaking out of turn. This often irritated her peers. Samira had never seen herself this way at work and did not understand why she was not seen as aligning with the company’s core value of working with others. Good grades and campus leadership activities had gotten her this far, but this evaluation led her to question whether she could work for this company after graduation. Samira ultimately realized that her workplace was different from the campus atmosphere she was used to. If she wanted to be an emerging leader in the workplace, she had to better adapt to her new environment. 651

Questions 1. What similarities and differences can you identify between North American and Japanese working styles? 2. In what way did this company reflect the characteristics of other Confucian Asia countries? 3. Why do you think Samira was not seen as a team player? 4. What universal leadership attributes did Samira exhibit? 5. What other suggestions would you have for Samira in this situation? 652

Case 16.2: A Special Kind of Financing Central Bank is a small Midwest savings and loan institution that manages $3 billion in assets. It competes with 16 other financial institutions for customers; most of those other institutions have substantially larger holdings. To better serve its customers and attract a larger customer base, Central Bank conducted a financial-need survey of the people who lived in the area. The survey revealed some interesting and culturally relevant information. Muslims represented a sizable minority in the community, making up about 8% of the overall population. However, a review of the bank registry revealed that few Muslims, if any, banked at Central Bank. The results of the survey were puzzling. Given the large numbers of Muslims in the community, the management wondered why there were no Muslim customers at Central Bank. To answer this question, Central Bank invited a group of local Muslims to meet and discuss their thoughts about financing and how their ideas related to the financial services offered by the bank. The meeting was a real eye- opener for the bank management. The Muslims’ ideas about banking were very different from the traditional Western beliefs about banking. During the discussion, the management learned that the principles of Islam strongly influence the banking attitudes and behaviors of Muslims. The principles of Islamic finance were set forth in the Koran more than 14 centuries ago. For instance, Koranic law forbids paying or receiving interest. These principles stress that money is only a medium of exchange and should not be used to make more money. From the Islamic point of view, the human element in a business venture is more important than the money used to finance the venture. Furthermore, according to Islamic finance, the provider of capital and the user of capital should share equally in the risk of a business venture. These ideas about finance were different from the way Central Bank thought about them. Central Bank was not accustomed to the way Muslims viewed money as a medium of exchange. Having been enlightened through these discussions, the management at Central Bank felt challenged to develop a financing program that was more in line with the attitudes and values of Islamic finance principles. In order to attract the business of Muslim customers, Central Bank created and began offering two new types of mortgage financing, called ijara and murabaha. Ijara is a finance plan in which the bank buys a home for a customer and leases it to the customer, who pays rent plus a portion of the property purchase. Murabaha is a transaction in which the bank buys the home and sells it to the customer at an agreed-upon markup, and the customer pays for the home in installments over 15 to 30 years. Both ijara and murabaha are consistent with Islamic beliefs that prohibit Muslims from paying or receiving interest. In these two types of transactions, money is used to purchase something tangible, but money is not used to make money. Central Bank received favorable legal rulings (fatwas) from some of the leading Islamic legal scholars in the United States and the world to validate these types of financing. Central Bank’s Islamic finance plans have become quite popular. Although Central Bank has been successful with these plans, it has also met resistance. Some people have expressed strong disapproval of special finance programs specifically geared to the Muslim population. Others are against it because it mixes issues of faith and public finance. However, the resistance has not stopped Central Bank. Central Bank is very proud to be the only bank in the country to serve the needs of the Muslim community in this way. 653

Questions 1. Why do you think banks in the United States have been slow to offer financing expressly for Muslims? 2. Do you think it is fair to offer one minority group a special banking opportunity? 3. How does ethnocentrism come into play in this case? 4. How does in-group collectivism relate to Central Bank’s finance plans? 5. How do you think the other banks in the community will react to Central Bank? 654

Case 16.3: Whose Latino Center Is It? River City is a rapidly growing city in the Midwest with a population of 200,000 people, growing at about 5% annually. It is a diverse community with a racial composition that is 65% White, 20% African American, 13% Latino, and 2% Native American. The Latino population in River City is one of the fastest growing of all segments, growing at about 10% annually. The Latino community is represented by the Latino Center, a nonprofit organization that serves the needs of the Latino community and broader River City community through a variety of programs and services. A board of directors and an executive director manage the Latino Center. Two newly appointed board members have led a transformation of the center, including renovating the physical facilities and shifting the focus of program services. The new members are Mary Davis, who has experience in neighborhood development, and José Reyna, who has experience in city government. The board of directors is made up of 15 people, 10 of whom identify themselves as Latino and 5 of whom identify themselves as non-Latino. The Latino Center owned an old building that was slated for renovation so the center could have more space for offices and community programs (e.g., educational programming, cultural competence and leadership training, and legal services). The need for the building was validated by what people expressed at a series of community forums. The building was an old fire station that had been mothballed for 15 years, and the Latino Center bought the building from River City for $1. Although the fire station needed a lot of renovation, it was located in a perfect place, at the center of the Latino community. However, a complete renovation of the building was needed. To raise funds for the renovation, the board of directors initiated a citywide capital campaign. The goal of the campaign was to raise $1.4 million, the estimated amount for a complete, first-class renovation of the building. Along with their regular jobs, Mary and José tackled the fund-raising campaign with a full head of steam. In just six months, using their wide array of skills, they successfully raised $1.3 million for the project (most of which came from private foundations and corporations). With just $100,000 still to be raised, the leaders and some board members were getting excited about the possibility of the new community center. This excitement was heightened because the renovated building was going to be constructed using the latest green building techniques. These techniques were environmentally sound and incorporated healthful and highly efficient models of construction. In order to raise the final $100,000, Mary and José proposed a new series of fund-raising initiatives that would focus on smaller donors (e.g., $10, $20, or $30 donors), primarily from the Latino community. To kick off a series of events, a formal event at a local hotel was proposed, with tickets costing $75 per person. Just before this event, Mary and José encountered some resistance and found out that their excitement about the renovation needed to be tempered. During a scheduled board meeting, several members of the board expressed concern with the latest fund-raising efforts. Some board members questioned the wisdom of targeting the fund-raising to the Latino community, believing that Latino people tended to give to their churches rather than to public not-for-profit organizations. Others questioned the price of the tickets to fund-raising events that was being sought from small donors, $75. These members argued for a smaller admission fee (e.g., $20) that would allow more members of the community to attend. As the discussion proceeded, other board members expressed discontent with the fancy plans for the new green building. They argued that the renovation was becoming a special interest project and a pet project of a few ambitious visionaries. Board members also started to question the transformation of the Latino Center under Mary and José’s leadership. Board members expressed frustrations about the new goals of the center and about how things were proceeding. There was a sense that the request for community-based support was unreasonable and in conflict with cultural norms. In the past, the center moved slowly toward change, keeping the focus on one goal: to 655

provide emergency services to the local community. When change came in the past, it was incremental. People were not aggressive, and they did not make trouble. Under the leadership of Mary and José, there was a perception that the new center and programs were too grand and refined for the community they were intended to serve. The vision for the new center seemed to take things to a new sophisticated level that was not grounded in the common work or the people-oriented values of the center. 656

Questions 1. How would you describe the strengths and weaknesses of Mary’s and José’s leadership on this project? 2. Do you see any problem in targeting part of the fund-raising campaign directly toward the Latino community? 3. The Latin America leadership profile stresses the importance of team-oriented leadership and de- emphasizes individualistic leadership. How does the leadership of Mary and José compare with the Latin America profile? 4. How do Latino cultural dimensions help explain the resistance some people felt and expressed toward the renovation project? 5. If you were Mary or José, how would you temper your excitement about renovating the new fire station? Leadership Instrument Culture and leadership are different concepts; when they are measured, they are measured in different ways using different questionnaires. Currently, there are no measures that assess culture and leadership simultaneously, nor are there measures of cultural leadership. There are questionnaires that measure culture, and as shown throughout the book, there are many measures of leadership. Perhaps the best-known measure of culture is Hofstede’s Culture in the Workplace™ questionnaire. This questionnaire measures a person’s cultural preferences on four dimensions: individualism, power distance, certainty, and achievement. People can use their profiles on these dimensions to learn about themselves and to compare themselves with the profiles of people in other cultures. The Dimensions of Culture questionnaire that follows is an abbreviated version of the original culture questionnaire used in the GLOBE studies. This questionnaire is included in the chapter for illustrative purposes only and should not be used for research. The scores you receive on the questionnaire are individual-level scores rather than societal- or organization-level scores. People who are interested in using the GLOBE scales for research should use the complete questionnaire, as referenced in House et al. (2004). The Dimensions of Culture questionnaire will help you examine your perceptions about various characteristics of your culture. This questionnaire is not a personality measure (such as the Myers-Briggs instrument) but rather a measure of your attitudes and perceptions about culture. 657

Dimensions of Culture Questionnaire Instructions: Using the following scales, circle the number that most accurately reflects your response to each of the 18 statements. There are no right or wrong answers, so provide your immediate impressions. (The items on this questionnaire are adapted from the items used in the GLOBE studies to assess the dimensions of culture, but the GLOBE studies used five items to analyze each of the cultural dimensions.) 658

Uncertainty Avoidance 1. In this society, orderliness and consistency are stressed, even at the expense of experimentation and innovation. Strongly disagree  Strongly agree  1 2 3 4 5 6 7 2. In this society, societal requirements and instructions are spelled out in detail so citizens know what they are expected to do. Strongly disagree  Strongly agree  1 2 3 4 5 6 7 659

Power Distance 1. In this society, followers are expected to: Question their leaders when in disagreement Obey their leaders without question  1   2   3   4   5   6  7 2. In this society, power is: Shared throughout the society Concentrated at the top  1   2   3   4   5   6  7 660

Institutional Collectivism 1. In this society, leaders encourage group loyalty even if individual goals suffer. Strongly disagree  Strongly agree  1 2 3 4 5 6  7 2. The economic system in this society is designed to maximize: Individual interests  Collective interests  1 2 3  4 5 6  7 661

In-Group Collectivism 1. In this society, children take pride in the individual accomplishments of their parents. Strongly disagree  Strongly agree  1 2 3 4 5 6 7 2. In this society, parents take pride in the individual accomplishments of their children. Strongly disagree  Strongly agree  1 2 3 4 5 6 7 662

Gender Egalitarianism 1. In this society, girls are encouraged more than boys to attain a higher education. Strongly disagree  Strongly agree  1 2 3 4 5 6 7 2. In this society, who is more likely to serve in a position of high office? Men       Women  1 2 3 4 5 6 7 663

Assertiveness 1. In this society, people are generally: Nonassertive    Assertive  1 2 3 4 5 6 7 2. In this society, people are generally: Tender       Tough  1 2 3 4 5 6 7 664

Future Orientation 1. In this society, the accepted norm is to: Accept the status quo  Plan for the future  1 2 3 4 5 6 7 2. In this society, people place more emphasis on: Solving current problems  Planning for the future  1  2  3 4 5 6 7 665

Performance Orientation 1. In this society, students are encouraged to strive for continuously improved performance. Strongly disagree   Strongly agree  1 2 3 4 5 6 7 2. In this society, people are rewarded for excellent performance. Strongly disagree   Strongly agree  1 2 3 4 5 6 7 666

Humane Orientation 1. In this society, people are generally: Not at all concerned about others  Very concerned about others  1   2   3   4   5   6  7 2. In this society, people are generally: Not at all sensitive to others Very sensitive toward others  1   2   3   4   5   6  7 Source: Adapted from House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.), Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, © 2004, SAGE Publications. 667

Scoring The Dimensions of Culture questionnaire is designed to measure your perceptions of the different dimensions of your culture. Score the questionnaire by doing the following. First, sum the two responses you gave for each of the items on each of the dimensions. Second, divide the sum of the responses by two. The result is your mean score for the dimension. Example. If for power distance you circled 3 in response to Question 1 and 4 in response to Question 2, you would score the dimension as follows: 3+4=7 7 ÷ 2 = 3.5 Power distance mean score = 3.5 When you are finished scoring, you should have nine mean scores. After you have scored the questionnaire, place your mean scores for each of the dimensions in Table 16.4. Table 16.4 Cultural Dimensions and Mean Scores for Selected Cultural Clusters Mean Scores* of Selected Cultural Clusters GLOBE Cultural Anglo Latin Middle Southern Latin GLOBE Your Dimensions America Overall Score East Asia Europe Uncertainty 4.42 3.62 3.91 4.10 4.18 4.16 avoidance Power distance na na na na na 5.17 Institutional 4.46 3.86 4.28 4.35 4.01 4.25 collectivism In-group 4.30 5.52 5.58 5.87 4.80 5.13 collectivism Gender 3.40 3.41 2.95 3.28 3.36 3.37 egalitarianism Assertiveness 4.14 4.15 4.14 3.86 3.99 4.14 Future orientation 4.08 3.54 3.58 3.98 3.68 3.85 Performance 4.37 3.85 3.90 4.33 3.94 4.10 orientation Humane orientation 4.20 4.03 4.36 4.71 3.71 4.09 Source: Adapted from Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, by R. 668

J. House, P. J. Hanges, M. Javidan, P. W. Dorfman, and V. Gupta (Eds.). Copyright 2004 by SAGE Publications, Inc. Reprinted with permission. na = not available * The mean scores in this table represent societal practice scores for selected cultures on each of the nine cultural dimensions. In the GLOBE studies, mean scores were derived from subjects’ responses to five questions for each of the dimensions. 669

Scoring Interpretation Your scores on the Dimensions of Culture questionnaire provide data on how you see the culture in which you live and work. Table 16.4 provides information from the GLOBE project about how subjects from different cultures describe the dimensions of those cultures. The table also provides an overall mean for how these dimensions were viewed by people from all of the cultures. By entering your scores in the last column in Table 16.4, you can get a better understanding of how your perception of your own culture compares to that of others. You can also compare your scores to other specific cultures (e.g., Middle East or Latin America). Do you see your culture as more or less egalitarian than others? Do you think your culture emphasizes the future more than others? Do people from other cultures stress performance less or more than your own culture? Like these questions, the table and your scores can be used to bring to the surface the ways in which your culture and the cultures of others are compatible or incompatible with each other. Understanding how your culture relates to other cultures is the first step to improved understanding between you and people from other cultures. 670

Summary Since World War II, there has been a dramatic increase in globalization throughout the world. Globalization has created a need for leaders with greater understanding of cultural differences and increased competencies in cross-cultural communication and practice. This chapter discusses research on culture, its dimensions, and its effects on the leadership process. Culture is defined as the commonly shared beliefs, values, and norms of a group of people. Two factors that can inhibit cultural awareness are ethnocentrism and prejudice. Ethnocentrism is the human tendency to place one’s own group at the center of one’s observations of others and the world. It is problematic for leaders because it prevents them from fully understanding the world of others. Similarly, prejudice consists of judgments about others based on fixed attitudes and unsubstantiated data. Prejudice has a negative impact because it is self-oriented and inhibits leaders from seeing the many facets and qualities of others. In the past 30 years, many studies have focused on identifying various dimensions of culture. The best known is the work of Hofstede (1980, 2001), who identified five major dimensions: power distance, uncertainty avoidance, individualism–collectivism, masculinity–femininity, and long-term–short-term orientation. Expanding on Hofstede’s work, House and his colleagues (2004) delineated additional dimensions of culture, including in-group collectivism, institutional collectivism, future orientation, assertiveness, performance orientation, and humane orientation. The GLOBE studies offer the strongest body of findings to date on culture and leadership. Using established quantitative research methods, GLOBE researchers studied how 17,000 managers from 62 different countries viewed leadership. They analyzed the similarities and differences between regional clusters of cultural groups by grouping countries into 10 distinct clusters: Anglo, Latin Europe, Nordic Europe, Germanic Europe, Eastern Europe, Latin America, the Middle East, Sub-Saharan Africa, Southern Asia, and Confucian Asia. An analysis of each of the 10 clusters revealed the particular dimensions on which each region was strong or weak and unique from other regions. In addition, GLOBE researchers identified six global leadership behaviors that could be used to characterize how different cultural groups view leadership: charismatic/value-based, team-oriented, participative, humane-oriented, autonomous, and self-protective leadership. Based on these behaviors, researchers created leadership profiles for each of the 10 cultural clusters that delineate the relative importance and desirability different cultures ascribe to different attributes and characteristics of leadership. One outcome of the GLOBE project was the identification of a list of leadership attributes 671

that were universally endorsed as positive and negative attributes of leadership. From this list, it appears that the universally endorsed portrait of an exceptional leader has a high degree of integrity, charisma, and interpersonal skill. The portrait of an ineffective leader is someone who is asocial, malevolent, self-focused, and autocratic. The scope of the GLOBE project is its main strength. The findings from this project make a major statement about how cultures around the world view leadership. Other strengths are its quantitative research design, an expanded classification of cultural dimensions, a list of universally accepted leadership attributes, and the contribution it makes to a richer understanding of the leadership process. On the negative side, the GLOBE studies do not provide findings that form a single theory about the way culture relates to leadership. Furthermore, the definitions of the core cultural dimensions are unclear, the conceptualization of leadership used in the studies is limiting, the leadership measures are not exact, and the list of universally endorsed leadership attributes does not account for the various situations in which leaders operate. Regardless of these limitations, the GLOBE studies stand out because they offer so much valuable information about the unique ways culture influences the leadership process. Sharpen your skills with SAGE edge at edge.sagepub.com/northouse8e 672

Note 1. The Czech Republic was excluded from the analysis because of problems in the data. 673

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Author Index Adams, J. A., 274, 276, 277 Adams, R. B., 408 Adler, N. J., 433, 434 Ahmad, M. I., 142, 143 Aime, F., 372 Akselsson, R., 100 Allen, S. J., 28 Alliger, G. M., 19, 21, 22 Alpaslan, C. M., 342 Amanatullah, E. T., 409 Ambrose, M. L., 342 Amos, B., 373 Anand, S., 142, 149, 150 Ancona, D., 384 Andersen, J. A., 82, 163, 164, 180 Anderson, H. J., 163, 182, 209, 354 Anderson, R. A., 274, 276, 277 Andrews, P. H., 409 Ansah Ofei, A. M., 118, 119, 133 Anseel, F., 202, 203 Antonakis, J., 1, 20, 23, 28, 163, 169, 174, 181, 189 Aritz, J., 4 Aronson, E., 335 Arthur, C. A., 181 Arthur, M. B., 168, 178, 179 Arvidsson, M., 100 Asamani, J. A., 118, 119, 133 Asgari, S., 420 Ashford, S., 295 Atwater, L., 143 Aumann, K., 406 Avolio, B. J., 163, 165, 166, 167, 168, 169, 170, 172, 174, 178, 179, 181, 182, 183, 189, 190, 191, 197, 198, 202, 203, 204, 205, 206, 208, 210, 219, 339 Axelrod, R. H., 182 Ayman, R., 408 Azanza, G., 207, 209 Babcock, L., 409 678

Bader, P., 22, 23 Baehrend, W. R., Jr., 359 Bailey, D. E., Jr., 274, 276, 277 Bailey, J., 182 Bakar, H. A., 145 Baker, C. R., 142 Bakker, A. B., 172 Bande, B., 234, 238 Bandura, A., 205 Barbuto, J. E., Jr., 232, 234, 237 Barge, J. K., 374, 381, 383, 386 Barling, J., 165, 182 Bartholomew, S., 433, 434 Bartol, K. M., 373 Bass, B. M., 1, 5, 19, 20, 43, 98, 163, 165, 168, 169, 170, 172, 174, 179, 180, 181, 183, 189, 190, 191, 192, 197, 202, 339, 340, 343, 351, 352, 408 Baur, J. E., 163, 182, 209, 354 Beauchamp, T. L., 342, 346, 347, 349 Beck, C. D., 234 Bedi, A., 342 Begum, R., 83 Belkin, L., 406 Bell, E., 410, 412 Bennis, W. G., 13, 20, 174, 175, 192, 231 Bentein, K., 234, 238 Benzie, H. J., 274 Berg, S. V., 274 Bergeron, D. M., 412 Bergman, J. Z., 373 Bergman, S. M., 373 Bernardi, R. A., 414 Berry, G. R., 381, 383 Bersoff, D. N., 411 Bess, J. L., 127 Beugelsdijk, S., 455 Beyerlein, M., 371, 382 Bielby, D. D., 409 Bielby, W. T., 409 Bikson, T. K., 371 Bing, J. W., 456, 457 Blake, R. R., 74, 76, 77, 79, 80, 81, 82, 88 Blanchard, K. H., 95, 97, 98, 100, 102, 103, 104, 112, 120, 231 679

Blank, R., 417, 419, 420, 425 Blascovich, J., 412 Block, C. J., 412 Block, P., 347 Boatwright, K. J., 102, 104 Bocarnea, M., 232, 237 Boehm, S. A., 167 Bond, J., 406 Bongiorno, R., 407 Bono, J. E., 26 Book, E. W., 407 Booth-Butterfield, M., 145 Borgida, E., 410, 411 Bosco, S. M., 414 Botro, I. C., 373 Boulouta, I., 408 Bowers, D. G., 75 Bowie, N. E., 340 Bowles, H. R., 406, 407, 409, 413 Brandt, T., 177 Braun, S., 202, 203 Brazil, D. M., 102, 103 Bresman, H., 384 Brewer, P., 441, 455 Brodbeck, F. C., 439, 445, 453 Brooks, A. W., 409 Brown, A., 404 Brown, D. J., 320, 321 Brown, M. E., 335, 336 Bruch, H., 167 Bryman, A., 1, 7, 19, 82, 163, 166, 179, 180, 181, 190 Buch, R., 141 Buckingham, M., 27 Buckley, M. R., 163, 182, 209, 354 Buhr, G. T., 274 Bullis, R. C., 102, 103 Burgess, D., 410 Burke, C. S., 373, 382, 391 Burns, J. M., 3, 4, 6, 11, 164, 165, 168, 179, 182, 192, 197, 343, 344, 347, 351, 352, 408 Busenbark, J. R., 125 Bussin, M., 231, 253 680

Cain, S., 294 Caldwell, D., 384 Calza, F., 455 Cameron, K. S., 209 Campion, M. A., 57 Cannavale, C., 455 Caputi, P., 172 Cardon, P., 4 Carew, P., 104 Carli, L. I., 404, 405, 406, 412, 414 Carlson, D. S., 239, 342 Carmeli, A., 143 Carsten, M. K., 293, 294, 295, 302, 303, 304, 305, 306, 307, 330 Carsten, R. K., 294 Cartwright, D., 75 Caruso, D. R., 28 Cashman, J., 140 Casimir, G., 80 Castro, S. L., 125, 149, 150 Chabris, C. F., 414 Chaleff, I., 293, 294, 296, 298, 299, 300, 316 Chan, A., 198 Chemers, M. M., 403, 410, 416 Chikeleze, M. Z., 359 Chiniara, M., 234, 238 Chonko, L. B., 239 Chow, C., 177 Christensen, N., 433, 455 Christie, A., 165, 182 Cianci, A. M., 210 Cicek, S. S., 234 Ciulla, J. B., 335, 336, 343, 344 Clifton, D., 27 Cobb, A. T., 390, 391 Coelho, A. F. M., 207, 209 Coetzer, M. F., 231, 253 Cogliser, C. C., 140, 143, 148 Cohen, S. G., 371 Collinson, D., 1 Colón-Emeric, C. S., 274 Columb, V. L., 414 Conger, J. A., 166, 168, 182, 344 681

Connelly, M. S., 50, 53, 54, 55, 59 Coons, A. E., 74, 120 Cooper, C., 202, 209 Cooper, C. L., 412 Copeland, N., 3 Corazzini, K., 274 Cordery, J., 383 Corey, C. M., 455 Corrigall, E., 414 Costa, P. T., 26 Cote, R., 126 Covey, S. R., 205, 231, 348 Craig, L., 406 Crain, W. C., 337, 338 Crossman, B., 296 Crossman, J., 296 Curphey, G. J., 375 Curphy, G. J., 315 Dalla Costa, J., 351 Dansereau, F., 140 Dasgupta, N., 420 Davenport, S. W., 373 Davey, D., 232 Davies, P. G., 412 Day, D. V., 1, 142, 373 Deaux, K., 410, 411 De Beer, L. T., 207 DeChurch, L. A., 125 Del Carmen Triana, M., 414 Demirtas, O., 342 Dennis, R. S., 232, 237 DePree, M., 231 DeRue, D. S., 260, 372, 373, 391 DeRue, S., 295 Dessler, G., 117, 135 Dev, S., 344 De Vader, C. L., 19, 21, 22 Dheer, R. J. S., 441 Dinh, J. E., 1, 19 Dobbins, G. H., 407 Dodge, K. A., 410 682

Dolak, K., 215 Dorfman, P. W., 437, 441, 442, 445, 446, 448, 449, 450, 451, 452, 453, 466, 467 Downton, J. V., 164 Drake, J. R., 371 Drecksel, G. L., 375 Drescher, G., 373 Driscoll, D. M., 410 Duan, C., 416 Dutton, J. E., 209 Dwertmann, D. J. G., 167 Dyer, J. H., 383 Dyer, W. G., 383 Dyer, W. G., Jr., 383 Dysvik, A., 141 Eagly, A. H., 198, 404, 405, 406, 407, 408, 409, 410, 411, 412, 414, 420 Ebesu Hubbard, A., 50 Echtenkamp, B. A., 412 Effertz, J., 408 Ehr, R. J., 118 Ehrhart, M. G., 228, 239 Eibach, R. P., 412 Eilam, G., 198, 206 Eisenbeiss, S. A., 342, 353 Ek, A., 100 Elahee, M. N., 83 Elias, S. M., 438 Ellis, D. G., 8 Engle, R. L., 83 Ensher, E. A., 406, 412 Eubank, D., 276 Evanecky, D., 149 Evans, M. G., 117, 125 Fahrbach, C. M., 342, 353 Fairhurst, G. T., 149, 295 Farmer, S. M., 140, 142 Fayol, H., 12 Feldberg, F., 372 Feldt, T., 203 Fellows, R., 82, 83 Fenzel, L. M., 410 683

Fernandez, C. F., 101, 102, 103 Fernández-Ferrín, P., 238 Fernando, M., 172 Fields, D., 237, 253 Fields, D. L., 228 Fisher, B. A., 8, 389 Fisher, C. M., 377, 378, 382, 390 Fiske, S. T., 410, 411 Flandro, C., 215 Fleishman, E. A., 5, 43, 47, 48, 50, 51, 53, 54, 55, 56, 57, 66, 69, 375, 381 Fletcher, J. K., 409 Fok, L. Y., 455 Ford, B., 216, 217 Forsyth, D. R., 414 Foti, R. J., 8 Francis, R. W., 217 Frankena, W., 341 French, J. R., Jr., 10 Frese, M., 125, 439 Freud, S., 403 Frey, S., 202, 203 Frisch, C., 342 Fry, L. W., 202 Fulk, J., 135 Funk, P., 408 Galanos, A. N., 274, 277 Galinsky, A., 412 Galinsky, E., 406 Garbers, Y., 373 Gardner, H., 27, 371 Gardner, J. W., 1 Gardner, W., 202, 203 Gardner, W. L., 1, 163, 179, 198, 202, 203, 204, 208, 219 Gasiorek, J., 50 Gatling, A., 209 Geffken, D., 276 Gehrlein, S., 371, 373 Geldenhuys, M., 231, 253 Gelfand, M., 409 George, B., 199, 200, 201, 207, 222 Gergen, D., 242 684

Gerhardt, M. W., 26 Gerstner, C. R., 142 Gettman, H., 409 Gigliotti, R. A., 6 Gilbert, J. A., 50, 53, 54 Gilbert, N. L., 274 Gilbert, S., 169 Gilligan, C., 348, 352 Gilroy, F. D., 410 Gini, A., 342 Ginnett, R. C., 315, 375 Gino, F., 409 Glaso, L., 103 Glass, B., 416 Glick, P., 409, 410, 414 Goldberg, L. R., 26, 27 Goldin, C., 410 Goldman, P., 127 Goodwin, G. F., 382 Gottfredson, R. K., 234 Gouran, D. S., 384 Graeff, C. L., 101, 102, 104 Graen, G. B., 140, 141, 142, 144, 145, 147, 148, 150, 156, 158 Graham, J. W., 228, 229, 241 Grashow, A., 257, 258, 264, 290 Graves, L. M., 405, 406, 411 Green, S., 342 Green, S. G., 9 Greenleaf, R. K., 227, 228, 229, 238, 241, 253, 348, 352 Greenwald, A. G., 420 Griffin, M., 165, 178 Griffith, J. A., 163, 182, 209, 354 Grint, K., 1 Gronn, P., 373 Gu, J., 101, 102, 103 Gudykunst, W. B., 434, 435 Gupta, V., 437, 441, 442, 446, 448, 449, 450, 451, 452, 453, 455, 466, 467 Gurin, P., 416 Gutek, B. A., 406, 408 Hackman, J. R., 375, 376, 377, 378, 380, 382, 390 Haga, W., 140 685

Hale, J. R., 228 Hall, D. T., 413 Hall, E. T., 436 Halpin, A. W., 120 Halpin, S. M., 382 Hamilton, D. L., 410 Hamsta, M. R., 173 Han, S. J., 382 Hanges, P. J., 437, 441, 442, 445, 446, 448, 449, 450, 451, 452, 453, 466, 467 Hannah, S. T., 210 Harding, F. D., 43, 47, 48, 50, 51, 53, 54, 55, 56, 57, 66, 69 Hardy, L., 181 Harms, P., 294, 302, 307, 330 Harris, K. J., 143, 145 Harter, N., 149 Hartman, L. P., 336 Hartnell, C. A., 228, 239 Hashmi, N., 414 Haslam, S. A., 208, 407 Hassan, S., 353 Heifetz, R. A., 257, 258, 262, 263, 264, 265, 266, 274, 290, 343 Heilman, M. E., 410, 411 Hein, M. B., 375, 381 Heinen, B., 378, 383, 390 Heinitz, K., 172 Helgesen, S., 211, 212, 407 Heller, T., 6 Hemphill, J. K., 3, 74, 120 Henderson, D. J., 233, 234, 235, 237, 238, 239, 240, 243, 250, 252 Herman, H. M., 144, 147 Hersby, M. D., 407 Hersey, P., 95, 98, 100, 102, 120 Hesse, H., 228, 253 Hewlett, S. A., 406 Hickman, G. R., 1 Higgs, C., 48, 49 Hikin, T. R., 180 Hill, N. S., 142, 147, 373 Hinkin, T. R., 189 Hirokawa, R. Y., 384 Hlalele, D., 274 Hoch, J. E., 373 686

Hodge, L., 257 Hodges, P., 231 Hoegl, M., 371, 373 Hoffman, L. R., 8 Hofstede, G., 436, 437, 469 Hogan, R., 345 Hogg, M. A., 8 Hollander, E. P., 6 Hollenbeck, J. R., 372, 379 Horsman, P., 169 House, R. J., 23, 117, 118, 119, 120, 122, 123, 125, 127, 135, 166, 168, 174, 178, 179, 433, 437, 441, 442, 445, 446, 448, 449, 450, 451, 452, 453, 466, 467 Howell, J. M., 165, 179, 182, 197 Hoyt, C. L., 410, 411, 412, 416 Hu, J., 1, 142, 149, 150, 233, 239, 250 Hufnagel, J., 274 Hughes, R. L., 315, 375 Humbley, L. A., 383 Humphrey, S., 372 Hunt, J. G., 166 Hunter, E. M., 234, 238, 239 Huppenbauer, M., 342 Huse, M., 414 Hyatt, D. E., 378, 386 Hymowitz, C., 404 Iguisi, O., 83 Ilgen, D. R., 372, 379 Ilies, R., 26, 81, 143, 145, 203 Indvik, J., 117, 125, 133, 135 Ishio, Y., 406 Jackson, G., 1 Jacobs, T. O., 43, 47, 48, 50, 51, 53, 54, 55, 56, 57, 66, 69 Jacobson, M. B., 408 Jacquart, P., 20, 23 Jago, A. G., 6, 7, 19 Jaksa, J. A., 350 Javidan, M., 433, 437, 439, 441, 442, 445, 446, 448, 449, 450, 451, 452, 453, 466, 467 Jensen, J. M., 373 Jensen, M. A. C., 382 687

Jermier, J. M., 124, 125 Johannesen-Schmidt, M. C., 408, 414 Johansson, C. R., 100 Johnson, B. T., 408 Johnson, C. R., 336 Johnson, M., 372, 379 Johnson, R. E., 125 Johnson, R. W., 125 Johnson, S., 412 Jones, A., 257 Judge, T., 81 Judge, T. A., 26 Jundt, D., 372, 379 Jung, D., 20 Jung, D. I., 177, 183 Junker, N. M., 445 Kacmar, K. M., 143, 145, 239 Kahn, R. L., 75 Kaiser, R. B., 345, 407 Kanfer, R., 125 Kang, H. J. A., 209 Kang, J. H., 142, 147 Kanter, R., 411 Kanungo, R. N., 168, 336, 340, 347 Karam, E. P., 373, 391 Karau, S. J., 408, 409, 410, 411, 420 Katz, D., 75, 143 Katz, R., 43–46, 50, 55, 57, 69 Katzenbach, J. R., 375 Keller, J., 324 Keller, R. T., 172 Kellerman, B., 9, 294, 296, 300 Kelley, K. M., 145 Kelley, R. E., 293, 296, 297, 298, 326, 327, 328 Kelloway, E. K., 169 Kemp, C., 22, 23 Kernis, M. H., 203, 204 Kerns, C. D., 53 Kerr, S., 125 Kidder, T., 25, 246 Kim, B. H., 373 688

Kim, J. S., 209 Kim, Y. Y., 435 Kinlaw, D. C., 382 Kinnunen, U., 203 Kirkman, B., 383 Kirkpatrick, S. A., 19, 21, 22 Kitchener, K. S., 346 Kite, M., 410 Klau, M., 274 Klein, C., 382 Klimoski, R. J., 373 Kline, T. J. B., 383 Klonsky, B., 408 Kluckhohn, R. R., 437 Knoke, D., 406 Koch, B., 436 Koch, P. T., 436 Koenig, A. M., 410, 414 Kohlberg, L., 336 Komives, S. R., 346 Konrad, A. M., 414 Korabik, K., 408 Korotkin, A. L., 5, 375, 381 Kostova, T., 455 Kotter, J. P., 7, 11, 12, 13 Kouzes, J. M., 175, 176, 177, 192, 348 Koval, C. Z., 412 Kozlowski, S. W. J., 373 Kozlowski, W. J., 373 Krakauer, J., 214 Krasikova, D. V., 9 Kray, L. J., 412 Kroeck, K. G., 171, 183 Kuhnert, K. W., 169, 173 Kumar, A., 202, 207 Kunda, Z., 410 Kuvaas, B., 141 LaFasto, F. M. J., 375, 376, 377, 378, 379, 391, 395, 396, 397 Lai, L., 409 Laiho, M., 177 Lam, S. S. K., 242 689

Lapierre, L. M., 294 Larson, C. E., 375, 376, 377, 378, 379, 391, 395, 396, 397 Larsson, J., 100 Laschever, S., 409 Laub, J. A., 232 Laurie, D. L., 257, 262, 263 Lawton, A., 336 LeBreton, J. M., 9 Leeden, R. van der, 407 Lenartowicz, T., 441 Lencioni, P., 375 Leroy, H., 202, 203 Levi, D., 372, 391 Levin, K. Y., 5, 375, 381 Lévy Mangin, J., 207, 209 Lewis, P., 173 Lewis, S., 412 Li, C., 207, 209 Lian, Y., 438, 439 Liang, H., 371 Liao, C., 250, 253 Liden, R. C., 1, 142, 149, 150, 233, 234, 235, 237, 238, 239, 240, 242, 243, 250, 252, 253 Lieb, P., 414 Likert, R., 75 Lin, C., 207, 209 Linehan, C., 407 Linsky, M., 257, 258, 264, 265, 290 Lipman-Blumen, J., 294, 309, 312, 313, 330, 344 Liska, L. Z., 125 Littrell, R. F., 81 Liu, A. M. M., 82, 83 Livingston, R., 412 Livingston, R. W., 412 Lo, K. D., 433, 455 Locke, E. A., 19, 21, 22 Locke, E. E., 339 Loi, R., 342 Lord, R. G., 1, 19, 21, 22, 314, 445, 455 Lowe, K. B., 163, 171, 179, 183, 293, 294, 295, 302, 303, 304, 305, 306, 330 Lucas, N., 346 Luthans, F., 202, 203, 204, 205, 206, 207, 208, 210 690

Lynch, L., 416 Lyons, S. T., 182 Ma, A., 412 MacKie, D., 27 Madlock, P. E., 145 Maher, K. J., 314, 445, 455 Mahler, J., 322 Mahsud, R., 353 Major, D. A., 372 Makhijani, M. G., 408 Malik, M., 142, 143 Malone, T. M., 414 Manicom, D., 274 Mankin, D., 371 Mann, R. D., 21, 22 Manz, C. C., 373, 386 Marion, R., 258, 260 Marks, M. A., 50, 53, 54, 55, 59 Marlowe, H. A., 22 Marques, C., 207, 209 Martin, M. T., 82, 83 Martin, R., 372 Maslyn, J., 149 Maslyn, J. M., 140, 142 Mason, C., 165, 178 Mathieu, J., 383 Mattis, M., 412 Maume, D. J., Jr., 404 Mauno, S., 203 May, D. R., 204 Mayer, J. D., 28 McCalman, J., 352, 353 McCanse, A. A., 76, 77, 79, 80, 81, 82, 88 McCauley, C. D., 406 McClane, W. E., 149 McClelland, D. C., 437 McConnell, E. S., 274 McCrae, R. R., 26 McGhee, D. E., 420 McGinn, K. L., 406, 407, 409, 413 McIntosh, T., 48, 49 691

McKelvey, B., 258, 260 McMahon, T. R., 346 Meindl, J. R., 293, 307 Meirovich, G., 101, 102, 103 Mendez, M. J., 125 Mendonca, M., 340, 347 Menon, T., 436 Meuser, J. D., 1, 233, 234, 238, 250, 253 Miller, C. D., 140, 143, 148 Miller, T., 414 Misumi, J., 76, 82 Mitchell, A. A., 410, 414 Mitchell, R. R., 117, 118, 119, 120, 123, 125 Mittal, R., 438 Modell, A. H., 265 Mohammd, Y. G., 172 Molero, F., 207, 209 Mols, F., 208 Moore, B. V., 2 Moran, G., 406 Morgeson, F. P., 57, 143, 203, 373, 391 Morgeson, R. P., 145 Moriano, J. A., 207, 209 Morris, S., 408 Morrison, A., 406 Morrissey, L., 276 Mortensen, M., 371 Mortenson, G., 214 Mouton, J. S., 74, 76, 79, 81 Muethel, M., 371, 373 Mugiswha, S., 274 Mujtaba, B. G., 83 Mulcahy, M., 407 Mumford, M. D., 1, 5, 43, 47, 48, 50, 51, 53, 54, 55, 56, 57, 59, 66, 69, 375, 381 Murphy, S., 412 Murphy, S. E., 406, 410, 412, 416 Naab, F., 118, 119, 133 Nadler, D. A., 20, 375 Nahrgang, J. D., 143, 145, 203 Nanus, B., 13, 20, 174, 175, 192 Naseem, M. A., 142, 143 692

Neck, C. P., 386 Neider, L. L., 125 Nelson, R., 95, 98, 102, 103 Nemanich, L. A., 172 Neubert, M., 234, 238, 239 Neubert, M. J., 239 Ng, E. S., 182 Ng, Y. K., 438, 439 Ng, Y. N., 80 Ngo, H., 342 Nielsen, S., 414 Niessen, C., 143 Nieva, V. E., 406 Nkomo, S., 410, 412 Noel, T. W., 342 Notgrass, D., 164, 173, 179 Nuijten, I., 232, 242 Ohlott, P. J., 406 Oke, A., 228, 239 Okimoto, T. G., 208 Omilion-Hodges, L. M., 142, 145 O’Neill, T. A., 383 Organ, D. W., 143 Orzano, J., 276 Ospina, S., 149 Otero-Neira, C., 234, 238 Ozyilmaz, A., 234 Padilla, A., 345 Páez, I., 336 Page, D., 237 Pailhe, A., 406 Panaccio, A., 233 Parisi-Carew, E., 104 Parker, G. M., 372 Parker, S., 165, 178 Patterson, K. A., 231 Paul, J. B., 372 Paul, R., 371 Pauleen, D. J., 383 Payne, D. M., 455 693

Pearce, C. L., 373 Pedersen, P. B., 435 Peng, A. C., 242 Penney, L. M., 234, 238, 239 Pentland, A., 414 Perrewe, P. L., 342 Perry, S. J., 234, 238, 239 Peterson, M. F., 441 Peterson, S. J., 198, 202, 203, 208, 219 Petrs, T. J., 4 Peus, C., 202, 203 Piccolo, R., 81 Pillai, R., 180 Pina e Cunha, M., 207, 209 Plaisance, P. L., 336 Platz, S. J., 407 Pojman, L. P., 341 Ponterotto, J. G., 435 Porter, G., 371 Porter, R. E., 435 Posner, B. Z., 9, 175, 176, 177, 192, 348 Powell, G. N., 405, 406, 407, 411 Preece, J., 274 Price, T., 336 Pritchard, M. S., 350 Prussia, G. E., 353 Pryce, A., 274 Ptacek, J. K., 145 Purdie-Vaughns, V., 412 Quinn, R. E., 209 Ragins, B. R., 412 Randolph, A. F., 140, 143, 148 Randolph-Seng, B., 140, 143, 148 Rath, T., 27 Raven, B. H., 10 Rawls, J., 349 Reb, J., 412 Reddin, W. J., 95 Rego, A., 207, 209 Rehman, R., 142, 143 694

Relin, D. O., 214 Rentsch, J. R., 373 Ribeiro, N. M. P., 207, 209 Ricci, R., 276 Riggio, R. E., 165, 166, 293, 294, 295, 302, 303, 304, 305, 306, 330, 372 Ristikari, T., 410, 414 Ritchie, J. E., Jr., 414 Roberts, J. A., 239 Roberts, R. P., 210 Roberts, T. P., 101 Rosen, B., 383 Rosener, J., 407 Rosette, A. S., 412 Rost, J. C., 1, 2, 3, 4, 6, 13, 352 Roth, K., 455 Rouse, C., 410 Rowley, K., 257 Rowlinson, S., 82, 83 Rowold, J., 172 Rubel, T., 408 Ruben, B. D., 6 Ruddy, T. M., 378, 386 Ruderman, M. N., 406 Rudman, L. A., 409, 414 Russell, R. F., 231 Ryan, M. K., 407 Sacket, P. R., 26 Salas, E., 373, 382, 391 Salovey, P., 28 Samovar, L. A., 435 Sandberg, S., 405 Santora, J. C., 232, 234 Sarros, J. C., 232, 234, 237 Sassenberg, K., 173 Scandura, T. A., 140, 143, 148, 149, 150, 180, 202, 209 Schabner, D., 215 Schaubroeck, J., 242 Schein, V. E., 414 Schellhardt, T. D., 404 Schilling, J., 344 Schmidt, G. B., 372 695

Schminke, M., 342 Schouten, A. P., 372 Schriescheim, C. A., 149, 150, 189 Schriesheim, C. A., 125, 202, 209 Schumann, P. L., 339, 340 Schutz, W. C., 311 Schwartz, J. L. K., 420 Schwartz, S. H., 408 Schweitzer, L., 182 Schyns, B., 140, 141, 142, 344 Scott, M. E., 372 Sculley, J., 24 Searle, T. P., 234 Seashore, S. E., 75 Seeman, M., 3 Sego, D. J., 372 Sekaquaptewa, D., 411 Sels, L., 202, 203 Semedo, A. S. D., 207, 209 Sendjaya, S., 232, 234, 237 Senge, P. M., 231, 348 Sengupta, S., 344 Seo, M., 142, 147 Shamir, B., 167, 168, 178, 179, 198, 206, 293 Shankman, M. L., 28 Sheer, V. C., 145 Shenkar, O., 436 Shuffler, M., 378, 383, 390 Simon, S., 411 Simonet, D. V., 13 Simonton, D. K., 23 Sims, H. P., 373 Sims, P., 199 Sinder, R., 257 Singh, N., 344 Sivasubramaniam, N., 171, 183, 189 Skinnell, K., 412 Slipp, S., 417, 419, 420, 425 Small, D. A., 409 Small, E. E., 373 Smith, A., 416 Smith, D. K., 375 696

Smith, J. A., 8 Smith, K., 274 Smith-Genthos, R., 140, 143, 148 Solansky, S., 455 Solansky, S. T., 373 Solaz, A., 406 Soo, C., 383 Sosik, J. J., 20, 166, 183 Sousa, F., 207, 209 Sousa, M., 234 Spears, L. C., 228, 229, 230, 231, 253 Spencer, S. J., 410, 412 Spraggins, R. E., 216 Spurk, D., 143 Stagl, D. C., 391 Stagl, K. C., 373, 382 Stander, F. W., 207 Stander, M. W., 207 Stangor, C., 416 Steele, C. M., 412 Steffens, N. K., 208 Steidlmeier, P., 165, 197, 202, 339, 340, 343, 351, 352 Sternberg, R. J., 23 Stewart, A. J., 416 Stewart, G. L., 373 Stilwell, D., 142 Stinson, J. E., 125 Stogdill, R. M., 2, 19, 20, 22, 31, 73, 74, 88, 120 Stone, A. G., 231 Stone, B., 24 Streicher, B., 202, 203 Strodtbeck, F. L., 437 Stroessner, S. J., 410 Stumpf, S. A., 118 Sui, Y., 207 Sutcliffe, K. M., 205 Tajfel, H., 314 Tatoglu, E., 83 Tejeda, M. J., 180 Tengblad, S., 180 Tett, R. P., 13 697

Thoits, P. A., 409 Thomas, G., 372 Thompson, G., 103 Thompson, L., 412 Thompson, M., 411 Thor, K. K., 50 Threlfall, K. V., 53 Thygeson, M., 276, 277 Tims, M., 172 Ting-Toomey, S., 434 Tinsley, C. H., 409 Todd, E. M., 48, 49 Tourish, D., 180 Townsend, B., 412 Tracey, J. B., 180 Treviño, L. K., 335, 336 Triandis, H. C., 437 Trompenaars, F., 436 Troth, A. C., 144, 147 Tsakumis, G. T., 210 Tsotetsi, C. T., 274 Tsui, A. S., 408 Tuckman, B. W., 382 Turner, J. C., 314 Turner, N., 165, 182 Tushman, M. L., 20 Tutore, I., 455 Twenge, J. M., 414 Twersky, J., 274 Tymon, W. G., 118 Uhl-Bien, M., 1, 140, 141, 142, 144, 145, 147, 148, 149, 150, 156, 158, 258, 260, 293, 294, 295, 302, 303, 304, 305, 306, 307, 330 Ulstad, V., 276 Utsey, S. O., 435 vanDam, N. H. M., 118 Van den Hooff, B., 372 Van Dick, R., 445 Van Dierendonck, D., 227, 232, 233, 234, 242 Van Engen, M., 408 Van Engen, M. L., 407, 408, 414 698

Van Knippenberg, D., 342, 353 Van Til, J., 6 Van Yperen, N. W., 173 Varela-Neira, C., 234, 238 Vecchio, R. P., 101, 102, 103, 104 Velasquez, M. G., 341 Venaik, S., 441, 455 Vidyarthi, P. R., 142, 149, 150 Vinberg, S., 100 Vinkenburg, C. J., 414 Vogus, T. J., 205 Volmer, J., 143 Von Glinow, M. A., 406 Vroom, V. H., 101, 118 Wageman, R., 371, 377, 378, 382, 390 Waldman, D. A., 373 Walker, R., 4 Wallace, W. T., 407 Walmsley, P. T., 26 Walton, R. E., 377, 378, 380 Walumbwa, F. O., 198, 202, 203, 204, 208, 219, 228, 239 Wan, D., 142, 143 Wang, D., 207, 373 Wang, H., 207 Wang, J., 455 Washington, E. F., 412 Waterman, R. H., 4 Waters, R. D., 433, 455 Watola, D. J., 373 Watson, C., 8 Wayne, L., 348 Wayne, S. J., 142, 233, 234, 235, 237, 238, 239, 240, 242, 243, 250, 252, 253 Weber, M., 166 Weber, T. J., 198, 208 Weinberger, E., 234, 238, 239 Weiner, M., 274 Wendler, E. R., 135 Wernsing, T. S., 198, 202, 203, 208, 219 Wescher, J. S., 202, 203 Wheatley, M., 231 Wheeler, A. R., 143, 145 699

Wheeler, D. W., 232, 237 White, H. K., 274 Whittington, J. L., 202 Willemsen, T. M., 407, 408 Williams, C. L., 404 Williams, J., 406, 412 Williams, R. J., 408 Wilmuth, C. A., 409 Wilson, S., 352, 353 Winer, B. J., 120 Winnicott, D. W., 265 Winston, B., 237, 253 Wirth, L., 413 Wisse, B., 173 Witt, L. A., 234, 238, 239 Wofford, J. C., 125 Wolfe, C. J., 28 Wolverton, B., 323, 324 Wong, P., 237 Wong, P. T. P., 232 Wood, W., 407 Woolley, A. W., 414 Wu, A., 177 Wu, J., 250 Wu, Y., 207 Xanthopoulou, D., 172 Xu, A. J., 342 Xu, B., 207, 209 Yammarino, F. J., 43, 149, 150, 168 Yang, C., 342 Yang, I., 174 Ye, D., 438, 439 Yetton, P. W., 101 Yukl, G., 76, 82, 101, 102, 104, 149, 353 Yukl, G. A., 179, 181 Zaccaro, S. J., 5, 22, 23, 43, 47, 48, 50, 51, 53, 54, 55, 56, 57, 59, 66, 69, 373, 374, 375, 378, 379, 381, 383, 386, 390 Zaleznik, A., 14, 20, 293, 296, 297 Zander, A., 75 Zerilli, D. H., 145 700