LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL

A collective organizational learning model for organizational development

Organizational culture and performance: a macro-level longitudinal study

Servant leadership: Development and validation of a multidimensional measure in the Chinese hospitality industry

The mediation between participative leadership and employee exploratory innovation: Examining intermediate knowledge mechanisms

Transformational leadership with innovative behaviour

Developing ethical leadership for business organizations

The curvilinear relationship between knowledge leadership and knowledge hiding: The moderating role of psychological ownership

Development and validation of servant leadership scale in Spanish higher education

Impact of servant leadership on intrinsic and extrinsic job satisfaction

Leading innovation among tourism small and medium enterprises

The impact of ethical leadership style on job satisfaction: Mediating role of perception of Green HRM and psychological safety

Authoritarian leadership, organizational citizenship behavior, and organizational deviance: Curvilinear relationships

Exploring the relationship between leader narcissism and team creativity

Personality traits and personal values of servant leaders

Leader–member exchange and employee health: an exploration of explanatory mechanisms

The effect of leader risk-taking on subordinate felt trust

The antecedents and consequences of psychological capital: a meta-analytic approach

Leader’s communication style, LMX and organizational commitment: A study of employee perceptions in Peru

In search of the link between organizational culture and performance: A review from the conclusion validity perspective

Experiences that develop leadership capabilities

Can leader humility enhance employee wellbeing? The mediating role of employee humility

Effective leadership: Considering the confluence of the leader’s motivations, behaviours and their reflective ability

Normalizing mistreatment? Investigating Dark Triad, LMX, and abuse

Authentic leadership: the influence of work and non-work domain contextual factors

Strategic compatibility, collaboration and collective impact for community change

Transformational change by a post-conventional leader

Are leaders with postgraduate degrees perceived to be more transformational? A quasi-experimental field study

Transformational leadership and employee voice: a model of proactive motivation

Ethical leaders manage conflict to develop trust

Ethical leadership, perceived organizational support and citizenship behaviors: The moderating role of ethnic dissimilarity

Reversing the lens: The role of followership dimensions in shaping transformational leadership behaviour; mediating role of trust in leadership

The mediating role of relative communicative behavior on the relationship between ethical leadership and organizational identification

Transformational leadership: does it really decrease work-related stress?

From transactional to transformational

Firm-level participative leadership and individual-level employee ambidexterity: A multilevel moderated mediation analysis

Strengthening knowledge sharing and job dedication: The roles of corporate social responsibility and ethical leadership

Antecedents of ethical leadership: the theory of planned behavior

Remapping the construct of paternalistic leadership

Democratization of organizational change process through deliberation

The relationship between leader construal level and leader-member exchange relationship: The role of relational demography

LEADERSHIP AND GOVERNANCE FRAMEWORKS DRIVING TRANSFORMATIONAL CHANGE IN AN ENTREPRENEURIAL UK UNIVERSITY.

Shared or different realities : Self-other agreement on constructive and passive leadership and employee outcomes

Transformational leadership and communication

How responsible leadership predicts organizational citizenship behavior for the environment in China

Influence of managers’ mindset on leadership behavior

The experiential understanding group-and-leader managerial course: long-term follow-up

Differentiating two facets of trust in colleagues: How ethical leadership influences cross-team knowledge sharing