Leadership Lab

Koç University

Articles

Foundational Articles

  • Antonakis, John & Eubanks, Dawn. (2017). Looking Leadership in the Face. Current Directions in Psychological Science, 26, doi: 270-275. 10.1177/0963721417705888.
  • Avey, J. B., Avolio, B. J., & Luthans, F. (2011). Experimentally analyzing the impact of leader positivity on follower positivity and performance. The Leadership Quarterly, 22, 282-294, doi:10.1016/j.leaqua.2011.02.004.
  • Aycan, Z. & Shelia, S. (2019). “Leadership, no thanks!” A new construct: Worries about leadership. European Management Review, 16, 21-35. DOI: 10.1111/emre.12322.
  • Badura, K. L., Grijalva, E., Newman, D. A., Yan, T. T., & Jeon, G. (2018). Gender and leadership emergence: A meta-analysis and explanatory model. Personnel Psychology, 71, 335-367, doi:10.1111/peps.12266.
  • Detert, J. R., & Burris, E. R. (2007). Leadership Behavior and Employee Voice: Is the Door Really Open? Academy of Management Journal, 50, 869-884, doi:10.5465/amj.2007.26279183.
  • Diliello, T. C., & Houghton, J. D. (2006). Maximizing organizational leadership capacity for the future. Journal of Managerial Psychology, 21, 319-337, doi:10.1108/02683940610663114.
  • Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly ,25, 36-62, doi:10.1016/j.leaqua.2013.11.005.
  • Edelman, P. J., & Knippenberg, D. V. (2016). Training Leader Emotion Regulation and Leadership Effectiveness. Journal of Business and Psychology, 32, 747-757, doi:10.1007/s10869-016-9471-8.
  • Epitropaki, O., Kark, R., Mainemelis, C., & Lord, R. G. (2017). Leadership and followership identity processes: A multilevel review. The Leadership Quarterly, 28, 104-129, doi:10.1016/j.leaqua.2016.10.003
  • Fischer, T., & Sitkin, S. B. (2022). Leadership Styles: A Comprehensive Assessment and Way Forward. Academy of Management Annals
  • Ford, J., & Harding, N. (2015). Followers in leadership theory: Fiction, fantasy and illusion. Leadership, 14, 3-24, doi:10.1177/1742715015621372.
  • Fransen, K., Delvaux, E., Mesquita, B., & Puyenbroeck, S. V. (2018). The Emergence of Shared Leadership in Newly Formed Teams With an Initial Structure of Vertical Leadership: A Longitudinal Analysis. The Journal of Applied Behavioral Science, 54, 140-170, doi:10.1177/0021886318756359.
  • Fulk, J., & Wendler, E. R. (1982). Dimensionality of leader—subordinate interactions: A path—goal investigation. Organizational Behavior and Human Performance, 30, 241-264, doi:10.1016/0030-5073(82)90220-3.
  • Giessner, S. R., & Knippenberg, D. V. (2008). “License to Fail”: Goal definition, leader group prototypicality, and perceptions of leadership effectiveness after leader failure. Organizational Behavior and Human Decision Processes, 105, 14-35, doi:10.1016/j.obhdp.2007.04.002.
  • Huang, X., Iun, J., Liu, A., & Gong, Y. (2009). Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non-managerial subordinates. Journal of Organizational Behavior, 31, 122-143, doi:10.1002/job.636.
  • Kleef, G. A., Homan, A. C., Beersma, B., & Knippenberg, D. V. (2010). On Angry Leaders and Agreeable Followers. Psychological Science, 21, 1827-1834, doi:10.1177/0956797610387438.
  • Kwok, N., Hanig, S., Brown, D. J., & Shen, W. (2018). How leader role identity influences the process of leader emergence: A social network analysis. The Leadership Quarterly, 29, 648-662, doi:10.1016/j.leaqua.2018.04.003.
  • Lin, S., Ma, J., & Johnson, R. E. (2016). When ethical leader behavior breaks bad: How ethical leader behavior can turn abusive via ego depletion and moral licensing. Journal of Applied Psychology, 101, 815-830, doi:10.1037/apl0000098.
  • Linke, L., Saribay, S. A., & Kleisner, K. (2016). Perceived trustworthiness is associated with position in a corporate hierarchy. Personality and Individual Differences, 99, 22-27, doi:10.1016/j.paid.2016.04.076.
  • Mitchell, M. S., Baer, M. D., Ambrose, M. L., Folger, R., & Palmer, N. F. (2018). “Cheating under pressure: A self-protection model of workplace cheating behavior”: Correction to Mitchel et al. (2017). Journal of Applied Psychology,103, 36-36, doi:10.1037/apl0000275.
  • Morrison, E. W., & Phelps, C. C. (1999). Taking Charge At Work: Extrarole Efforts to Initiate Workplace Change. Academy of Management Journal, 42, 403-419, doi:10.5465/257011.
  • Olivola, C. Y., Eubanks, D. L., & Lovelace, J. B. (2014). The many (distinctive) faces of leadership: Inferring leadership domain from facial appearance. The Leadership Quarterly, 25, 817-834, doi:10.1016/j.leaqua.2014.06.002.
  • Paunova, M. (2015). The emergence of individual and collective leadership in task groups: A matter of achievement and ascription. The Leadership Quarterly, 26, 935-957, doi:10.1016/j.leaqua.2015.10.002.
  • Paustian-Underdahl, S. C., Slattery Walker, L., & Woehr, D. J. (2014). Supplemental Material for Gender and Perceptions of Leadership Effectiveness: A Meta-Analysis of Contextual Moderators. Journal of Applied Psychology, 99, 1129 – 1145, doi:10.1037/a0036751.supp.
  • Qin, X., Huang, M., Johnson, R. E., Hu, Q., & Ju, D. (2018). The Short-lived Benefits of Abusive Supervisory Behavior for Actors: An Investigation of Recovery and Work Engagement. Academy of Management Journal, 61, 1951-1975, doi:10.5465/amj.2016.1325.
  • Schock, A., Gruber, F. M., Scherndl, T., & Ortner, T. M. (2018). Tempering agency with communion increases womens leadership emergence in all-women groups: Evidence for role congruity theory in a field setting. The Leadership Quarterly, ?, doi:10.1016/j.leaqua.2018.08.003.
  • Scott, C. P., Jiang, H., Wildman, J. L., & Griffith, R. (2018). The impact of implicit collective leadership theories on the emergence and effectiveness of leadership networks in teams. Human Resource Management Review, 28, 464-481, doi:10.1016/j.hrmr.2017.03.005.
  • Shin, S. J., & Zhou, J. (2003). Transformational Leadership, Conservation, And Creativity: Evidence From Korea. Academy of Management Journal, 46, 703-714, doi:10.2307/30040662.
  • Spark, A., Stansmore, T., & Oconnor, P. (2018). The failure of introverts to emerge as leaders: The role of forecasted affect. Personality and Individual Differences, 121, 84-88, doi:10.1016/j.paid.2017.09.026.
  • Spreitzer, G. M. (1995). Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation. Academy of Management Journal, 38, 1442-1465, doi:10.5465/256865.
  • Steffens, N. K., Fonseca, M. A., Ryan, M. K., Rink, F. A., Stoker, J. I., & Pieterse, A. N. (2018). How feedback about leadership potential impacts ambition, organizational commitment, and performance. The Leadership Quarterly, 29, 637-647, doi:10.1016/j.leaqua.2018.06.00.
  • Wyatt, M., & Silvester, J. (2018). Do voters get it right? A test of the ascription-actuality trait theory of leadership with political elites. The Leadership Quarterly, 29, 609-621, doi:10.1016/j.leaqua.2018.02.001.
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