Leadership & Organization Development Journal: Volume 36 Issue 1

Leadership style and the process of organizational change

Ann-Louise Holten, Sten Olof Brenner

The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and…

Shared leadership and gender: all members are equal … but some more than others

Maria J Mendez, John R. Busenbark

– The purpose of this paper is to examine the effect of shared leadership on the gap between male and female leadership influence in groups.

Knowledge donating and knowledge collecting: The moderating roles of social and economic LMX

Anders Dysvik, Robert Buch, Bård Kuvaas

The purpose of this paper is to investigate whether the relationship between employees’ knowledge donating and managers’ knowledge collecting is moderated by social leader-member…

Ambidextrous leadership and team innovation

Hannes Zacher, Kathrin Rosing

The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory…

How leaders influence followers through the use of nonverbal communication

Linda Talley, Samuel Temple

The purpose of this paper is to address the relationship between a leader’s use of nonverbal immediacy (specific hand gestures) and followers’ attraction to the leader. This study…

It’s the act that counts: minimizing post-violation erosion of trust

A. R. Elangovan, Werner Auer-Rizzi, Erna Szabo

The purpose of this paper is to examine the effects of damage incurred by the trustor as a result of a trust violation and the impact of different levels of post-violation trust…

Professionals Making Judgments: The Professional Skill of Valuing and Assessing

Rory McDonald

Gender in Organisations: Are Men Allies or Adversaries to Women's Career Advancements

Aleesha Begum