dinamica social libro

444 CAPÍTULO 13 Temas contemporáneos del liderazgo
23. B. M. Bass, “Leadership: Good, Better, Best”, Organizational
Dynamics, invierno de 1985, pp. 26-40; y J. Seltzer y B. M. Bass,
“Transformational Leadership: Beyond Initiation and
Consideration”, Journal of Management, diciembre de 1990, pp.
693-703.
24. D. I. Jung, C. Chow, y A. Wu, “The Role of Transformational
Leadership in Enhancing Organizational Innovation:
Hypotheses and Some Preliminary Findings”, Leadership
Quarterly, agosto-octubre de 2003, pp. 525-544; D. I. Jung,
“Transformational and Transactional Leadership and Their
Effects on Creativity in Groups”, Creativity Research Journal 13,
no. 2 (2001), pp. 185-195; S. J. Shin y J. Zhou, “Transformational
Leadership, Conservation, and Creativity: Evidence from
Korea”, Academy of Management Journal, diciembre de 2003, pp.
703-714.
25. D. Baum, “Battle Lessons: What the Generals Don’t Know”, New
Yorker, 17 de enero de 2005, pp. 42-48.
26. J. E. Bono y T. A. Judge, “Self-Concordance at Work: Toward
Understanding the Motivational Effects of Tranformational
Learders”, Academy of Management Journal, octubre de 2003, pp.
554-571; Y. Berson y B. J. Avolio, “Transformational Leadership
and the Dissemination of Organizational Goals: A Case Study of
a Telecommunications Firm”, Leadership Quarterly, octubre de
2004, pp. 625-646; y S. Shinn, “21 st -Century Engineer”, BizEd,
enero/febrero de 2005, pp. 18-23.
27. J. R. Baum, E. A. Locke y S. A. Kirkpatrick, “A Longitudinal
Study of the Relation of Vision and Vision Communication to
Venture Growth in Entrepreneurial Firms”, Journal of Applied
Psychology, febrero de 2000, pp. 43-54.
28. B. J. Avolio, W. Zhu, W. Koh, y P. Bhatia, “Transformational
Leadership and Organizational Commitment: Mediating Role
of Psychological Empowerment and Moderating Role of
Structural Distance”, Journal of Organizational Behavior, diciembre
de 2004, pp. 951-968; T. Dvir, Taly, N. Kass, y B. Shamir, “The
Emotional Bond: Vision and Organizational Commitment
Among High-Teach Employees”, Journal of Organizational Change
Management 17, no. 2 (2004), pp. 126-43.
29. R. T. Keller, “Transformational Leadership, Initiating Structure,
and Substitutes for Leadership: A Longitudinal Study of
Research and Development Project Team Performance”, Journal
of Applied Psychology 91, no. 1 (2006), pp. 202-210.
30. Judge y Piccolo, “Transformational and Transactional Lea -
dership”.
31. H. Hetland, G. M. Sandal y T. B. Johnsen, “Burnout in the
Information Technology Sector: Does Leadership matter?
European Journal of Work and Organizational Psychology 16, no. 1
(2007), pp. 58-75; y K. B. Lowe, K. G. Kroeck, y N. Siva sub -
ramaniam, “Effectiveness Correlates of Transformational and
Transactional Leadership: A Meta-Analytic Review of the
MLQ Literature”, Leadership Quarterly, otoño de 1996, pp.
385-425.
32. Ver, por ejemplo, J. Barling, T. Weber y E. K. Kelloway, “Effects
of Transformational Leadership Training on Attitudinal and
Financial Outcomes: A Field Experiment”, Journal of Applied
Psychology, diciembre de 1996, pp. 827-832; y T. Dvir, D. Eden y
B. J. Avolio, “Impact of Transformational Leadership on
Follower Development and Performance: A Field Experiment”,
Academy of Management Journal, agosto de 2002, pp. 735-744.
33. R. J. House y P. M. Podsakoff, “Leadership Effectiveness: Past
Perspectives and Future Directions for Research”, en J.
Greenberg (ed.), Organizational Behavior: The State of the Science
(Hillsdale, NJ: Erlbaum, 1994), pp. 45-82; y B. M. Bass,
Leadership and Performance Beyond Expectations (Nueva York: The
Free Press, 1985).
34. B. J. Avolio y B. M. Bass, “Transformational Leadership,
Charisma and Beyond”, documento de trabajo, Escuela de
Administración, State University of New York, Binghamton,
1985, p. 14.
35. Ver B. J. Avolio, W. L. Gardner, F. O. Walumbwa, F. Luthans, y D.
R. May, “Unlocking the Mask: A Look at the Process by Which
Authentic Impact Follower Attitudes and Behaviors”, Leadership
Quarterly, diciembre de 2004, pp. 801-823; W. L. Gardner y J. R.
Schermerhorn, Jr., “Performance Gains Through Positive
Organizational Behavior and Authentic Leadership”, Orga -
nizational Dynamics, agosto de 2004, pp. 270-281; y M. M.
Novicevic, M. G. Harvey, M.R Buckley, J.A. Brown–Radford, y R.
Evans, “Authentic Leadership: A Historical Perspective”, Journal
of Leadership and Organizational Behavior 13, no. 1 (2006), pp.
64-76.
36. A. Carter, “Lighting a Fire Under Campbell”, BusinessWeek, 4 de
diciembre de 2006, pp. 96-101.
37. R. Ilies, F. P. Morgeson y J. D. Nahrgang, “Authentic Leadership
and Eudaemonic Wellbeing: Understanding Leader-Follower
Outcomes”, Leadership Quarterly 16 (2005), pp. 373-394.
38. Esta sección se basa en E. P. Hollander, “Ethical Challenges in
the Leader-Follower Relationship”, Business Ethics Quarterly,
enero de 1995, pp. 55-65; J. C. Rost, “Leadership: A Discussion
About Ethics”, Business Ethics Quarterly, enero de 1995, pp. 129-
142; L. K. Treviño, M. Brown y L. P. Hartman, “A Qualitative
Investigation of Perceived Executive Ethical Leadership:
Perceptions from Inside and Outside the Executive Suite”,
Human Relations, enero de 2003, pp. 5-37; y R. M. Fulmer, “The
Challenge of Ethical Leadership”, Organizational Dynamics 33,
no. 3 (2004), pp. 307-317.
39. J. L. Lunsford, “Piloting Boeing’s New Course”, Wall Street
Journal, 13 de junio de 2006, pp. B1, B3.
40. J. M. Burns, Leadership (Nueva York: Harper & Row, 1978).
41. J. M. Howell y B. J. Avolio, “The Ethics of Charismaic Lea -
dership: Submission or Liberation?” Academy of Management
Executive, mayo de 1992, pp. 43-55.
42. M. E. Brown y L. K. Treviño, “Socialized Charismatic Lea -
dership, Values Congruence, and Deviance in Work Groups”,
Journal of Applied Psychology 91, no. 4 (2006), pp. 954-962
43. Ver, por ejemplo, K. T. Dirks y D. L. Ferrin, “Trust in Leadership:
Meta-Analytic Findings and Implications for Research and
Practice”, Journal of Applied Psychology, agosto de 2002, pp. 611-
628; la edición especial sobre la confianza en el contexto organizacional,
B. McEvily, V. Perrone, A. Zaheer, editores invitados,
Organization Science, enero-febrero de 2003; y R. Galford y A. S.
Drapeau, The Trusted Leader (Nueva York: Free Press, 2003).
44. Basado en S. D. Boon y J. G. Holmes, “The Dynamics of
Interpersonal Trust: Resolving Uncertainty in the Face of Risk”,