A meta-analytic review of authentic and transformational leadership: A test for redundancy
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 27, Heft 4, S. 634-652
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In: The leadership quarterly: an international journal of political, social and behavioral science, Band 27, Heft 4, S. 634-652
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 27, Heft 5, S. 561-576
ISSN: 1464-0643
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 29, Heft 1, S. 236-251
In: Journal of vocational behavior, Band 83, Heft 2, S. 181-197
ISSN: 1095-9084
In: CSIS Reports
The United States is at risk of finding its nuclear weapons capabilities severely weakened by the absence of an available capability to enrich uranium. International legal obligations prohibit the United States from using, for military purposes, foreign-produced enriched uranium or uranium enriched here in this country by foreign-source technology. Efforts to deploy a next-generation American enrichment technology must succeed so that our nation has the ability to address the forthcoming shortage of this strategic material. This national security requirement could be met with little cost to ta
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 34, Heft 3, S. 101658
In: Group & organization management: an international journal, Band 48, Heft 2, S. 361-404
ISSN: 1552-3993
Business leaders and HR professionals have long recognized the importance of social skills for effective organizational functioning, particularly in roles requiring high levels of interpersonal interaction. Accordingly, organizational science scholars have produced a large amount of research that can be organized under the broad heading of social skills. Yet, three key issues in the literature are hampering progress: (1) the lack of a well-accepted articulation of the social skills phenomenon, what it is and what it is not; (2) conceptual redundancy and conflation among the set of social skills-related concepts (e.g., individual differences, skills, behavior, evaluations, etc.), and (3) full consideration of the importance of social behavior in understanding social skills. We propose solutions for understanding social skills that begin to resolve these issues and help strengthen future empirical research. Specifically, we present two distinct, but related, conceptualizations of social skills: social skills enactment and social skills reputation. We then offer a theoretically grounded perspective, the Social Skills Framework, which incorporates these conceptualizations of social skills, provides a structure into which existing social skills concepts can be integrated and evaluated for conceptual clarity, and centers social behavior. After describing the framework, we offer a research agenda that focuses on refining the framework and investigating key issues related to the two conceptualizations of social skills.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 34, Heft 1, S. 101677
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 28, Heft 4, S. 508-529
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 33, Heft 5, S. 101541
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 30, Heft 1, S. 1-9