Leadership as an embedded process: Some insights from Sayles' managerial behavior

Leadership Quarterly

Volumn 10, Issue 1, 1999, Pages 21-24

  Ashforth, Blake E ^a  

^a ARIZONA STATE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0033096309     PISSN: 10489843     EISSN: None     Source Type: Journal    
DOI: 10.1016/S1048-9843(99)80006-X     Document Type: Article

References (9)

1. Dalton, M. (1959). Men Who Manage: Fusions of Feeling and Theory in Administration. New York, NY: Wiley.
2. Hickson, D. J., Hinings, C. R., Lee, C. A., Schneck, R. E., & Pennings, J. M. (1971). A strategic contingencies' theory of intraorganizational power. Administrative Science Quarterly, 16, 216-229.
3. Kaplan, R. E., & Mazique, M. (1983). Trade Routes: The Manager's Network of Relationships (Technical Report #22). Greensboro, NC: Center for Creative Leadership.
4. Kotter, J. P. (1996). Leading Change. Boston, MA: Harvard Business School Press.
5. Lawrence, P. R., & Lorsch, J. W. (1967). Organization and Environment: Managing Differentiation and Integration. Boston, MA: Harvard University Press.
6. Mintzberg, H. (1973). The Nature of Managerial Work. New York, NY: Harper & Row.
7. Pfeffer. J. (1992). Managing with Power: Politics and Influence in Organizations. Boston, MA: Harvard Business School Press.
8. Sayles, L. (1964). Managerial Behavior: Administration in Complex Organizations. New York, NY: McGraw-Hill.
9. Whyte, W. F. (1961). Men at Work. Homewood, IL: Irwin.