Theoretical Perspectives in Leadership Research

Substitutes for Leadership

• Dionne, S.D., Yammarino, F.J., Atwater, L.E., & James, L.R. (2002). Neutralizing substitutes for leadership theory: Leadership effects and common-source bias. Journal of Applied Psychology, 87, 454-464.

Path-Goal Theory

• Schriesheim, C.A., Castro, S.L., Zhou, X., & DeChurch, L.A. (2006). An investigation of path-goal and transformational leadership theory predictions at the individual level of analysis. The Leadership Quarterly, 17, 21-38.

Leader-Member Exchange

• Sin, H., Nahrgang, J.D., & Morgeson, F.P. (2009). Understanding why they don't see eye to eye: An examination of leader-member exchange (LMX) agreement. Journal of Applied Psychology, 94, 1048-1057.

Bases of Power

• Raven, B.H. (1992). A power/interaction model of interpersonal influence: French and Raven thirty years later. Journal of Social Behavior and Personality, 7, 217-244.

Optional Supplemental Reading (not required)

• House, R.J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7, 323-352.
• Schriesheim, C.A., Castro, S.L., & Cogliser, C.C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. The Leadership Quarterly, 10, 63-113.