Appendix – For Further Reading

Other Leadership Resources

Eagly, A. H., & Carli, L. L. (2007). Through the labyrinth: The truth about how women become leaders. Cambridge, MA: Harvard Business School Press.

Arnett, R. C. (1992). Dialogic education: Conversation about ideas and between persons. Carbondale: Southern Illinois University Press.

Arnett, R. C. (1996). Technicians of goodness: Ignoring the narrative life of dialogue. In J. A. Jaska & M. S. Pritchard (Ed s.), Responsible communication ethical issues in business, industry and the professions (pp. 339-355). Cresskill, NJ: Hampton.

Arnett, R. C. (1999). Metaphorical guidance: Administration as building and renovation. Journal of Educational Administration, 37, 80-87.

Arnett, R. C. (2006). Professional civility. In J. M. H. Fritz & B. L. Omdahl (Eds.), Problematic relationships in the workplace (pp. 233–248). New York: Peter Lang.

Arnett, R. C., & Arneson, P. (1999). Dialogic civility in a cynical age: Community, hope, and interpersonal relationships. Albany: SUNY Press.

Arnett, R. C., & Fritz, J. M. H. (2003). Sustaining institutional ethics and integrity: Management in a postmodern moment. In Iltis, A. S. (Ed.), Institutional integrity in health care (pp. 41-71). Dordrecht: Kluwer.

Arnett, R. C., Fritz, J. M. H., & Bell, L. M. (2009). Communication ethics literacy: Dialogue and difference. Thousand Oaks, CA: Sage.

Ashcraft, K. (2000). Empowering “professional” relationships: Organizational communication meets feminist practice. Management Communication Quarterly, 13, 347-392.

Ayman, R., Korabik, K., & Morris, S. (2009). Is transformational leadership always perceived as effective? Male subordinates’ devaluation of female transformational leaders. Journal of Applied Social Psychology, 39, 852-879.

Baker-Ohler, M., & Holba, A. M. (2009). The communicative relationship between dialogue and care. Amherst, NY: Cambria Press.

Baxter, L. A., & Montgomery, B. M. (1996). Relating: Dialogues and dialectics. New York: Guilford.

Belenkey, M. F., Clinchy, B. M., Goldberger, L. R, & Tarule, J. M. (1986). Women’s ways of knowing: The development of self, voice, and mind. New York: Basic Books.

Binns, J. (2008). The ethics of relational leading; Gender matters. Gender, Work, and Organization, 15, 600-620.

Brown, G. & Beverly, I. (Eds.) (1998). Women and leadership: Creating a balance in life. Commack, NY: Nova Science.

Calás, M. B. & Smircich, L. (1996). From ‘the woman’s’ point of view: Feminist approaches to organization studies. In Stewart, C., C. Hardy, & W. Nord (Eds.), Handbook of organization studies (pp. 218-258). Thousand Oaks, CA: Sage.

Calás, M. B.& Smircich, L. (2008). Feminist theorizing: Reforming? Performing? Transforming?  the organizational subject? In Barry, D., & H. Hansen (Eds.), Sage Handbook of the New & Emerging in Management and Organization (pp. 359-361). Thousand Oaks, CA: Sage.

Carli, L. L., & Eagly, A. H. (2001). Gender, hierarchy, and leadership: An introduction. Journal of Social Issues, 57, 629-636.

Cini, M., & Fritz, J. M. H. (2002). Leadership development in adult learners. Journal of Leadership Research, 1 (4). http://www.leadershipstudies.org/journal/Volume_4_Dec_2002/leadership_development_in_adult.htm

Chin, J. L., Lott, B., Rice, J. K., & Sanchez-Hucles (Eds.) (2007). Women and leadership: Transforming visions and diverse voices. Malden, MA: Blackwell Publishing.

Columbia College (2011). The Four Cs of Leadership Development. Retrieved from http://www.columbiasc.edu/leadership_studies/4cs.asp

Conger, J.A. (1992). Learning to lead. San Francisco: Jossey-Bass.

Eagly, A.H., Johannesen-Schmidt, M.C., & van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591.

Eagly, A. H. & Carli, L. L. (2007). Through the labyrinth: The truth about how women become leaders. Boston: Harvard Business School Press.

Eagly, A. H. & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573-598.

Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591.

Epstein, J. (2010, June 15). Teaching a leader. Retrieved from http://www.insidehighered.com/news/2010/06/15/leadership

Fairhurst, G., & Sarr, R. (1996). The art of framing: Managing the language of leadership. San Francisco: Jossey-Bass.

Fine, M. G. (2009). Women leaders’ discursive constructions of leadership. Women’s Studies in Communication, 32, 180-202.

Freeman, S. J. M., & Bourque, S.C. (2001). Leadership and power: New conceptions. In S. J. M. Freeman, S. C. Bourque, & C. M. Shelton (Eds.). Women on power: Leadership redefined (pp. 3-24). Boston: Northeastern University Press.

Greenleaf Center for Servant Leadership. (n.d.) What is servant leadership? Retrieved from http://www.greenleaf.org/whatissl/

Hackman, M. Z. & Johnson, C. E.  (1993). Leadership: A communication perspective. Prospect Height, IL: Waveland Press.

Jackson, B. & Parry, K. (2008). A very short, fairly interesting, and reasonably cheap book about studying leadership. Los Angeles: Sage Publications.

Jamieson, K. H. (1995). Beyond the double bind: Women and leadership. New York: Oxford University Press.

Komives, S., et al. (2011). The handbook for student leadership development. 2nd ed. San Francisco: Jossey-Bass.

Komives, S., Lucas, N., & McMahon, T. R. (2007). Exploring leadership: For college students who want to make a difference. (2nd ed.) San Francisco: John Wiley & Sons.

Madden, M. E. (2005). 2004 Division 35 presidential address: Gender and leadership in higher education. Psychology of Women Quarterly, 29(1), 3-14.

National Communication Association. (n.d.). The National Communication Association’s Women Leaders Project. Retrieved from http://www.natcom.org/index.asp?bid=325

Omdahl, B. L. (2006). Towards effective work relationships. In J. M. H. Fritz & B. L. Omdahl (Eds.), Problematic relationships in the workplace (pp. 279-294). New York: Peter Lang.

Organ, D. (1988). Organizational citizenship behavior: The good soldier syndrome. Lanham, MA: Lexington Books.

Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Beverly Hills, CA: Sage.

Papa, M. J., Auwal, M., & Singhal, A. (1997). Organizing for social change within concertive control systems: Member identification, empowerment, and the masking of discipline. Communication Monographs, 64, 219-249.

Perreault, G. (2005). Rethinking leadership: Leadership as friendship. Advancing Women in Leadership Online Journal, 18.

Ruminski E. L. & Holba, A. M. (eds.). Communicative understandings of women’s leadership development: From ceilings of glass to labyrinth paths. Lexington Books

Smith, P. L., & Smits, S. J. (1994, Feb.). The feminization of leadership? Training & Development, 48(2) 43-46.

Spralls, S. A., Garver, M. S., Divine, R. L. & Trotz, H. (2010). Needs assessment of university leadership programs: A segmentation approach. Journal of Leadership Studies, 4(1), 20-35.

Sternberg, R. J. (2008). Excellence for all. Educational Leadership, 66(2), 14-16.

The Working Ensemble. (1996). A Social change model of leadership development: Version III. Los Angeles: University of Califorinia Higher Education Research Institute.

Van Engen, M., & Willemsen, T. (2004). Sex and leadership styles: A meta-analysis of research published in the 1990s. Psychological Reports, 94, 3-18.

Wallace, J. E. (1995). Organizational and professional commitment in professional and nonprofessional organizations. Administrative Science Quarterly, 40, 228-255.

Wilson, M. (2004). Closing the leadership gap: Why women can and must help run the world. New York: Penguin Books.

Zaleznik, A. (1977). Managers and leaders: Are they different? Harvard Business Review, 55(3), 67-78.