Leadership in complex organizations

Leadership Quarterly

Volumn 12, Issue 4, 2001, Pages 389-418

  Marion, Russ ^a   Uhl Bien, Mary ^b  

^a CLEMSON UNIVERSITY   (United States)

^b UNIVERSITY OF CENTRAL FLORIDA   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0035716935     PISSN: 10489843     EISSN: None     Source Type: Journal    
DOI: 10.1016/S1048-9843(01)00092-3     Document Type: Article

References (90)

1. What is complexity science? Knowledge of the limits to knowledge
2. Leadership and performance beyond expectations
3. Leaders: The strategies for taking charge
4. Strategic leadership research: Moving on
5. Organizational mortality: The liabilities of newness and adolescence
6. Charisma and leadership in organizations
7. 3I architectures
8. Planning and chaos theory
9. Leadership and ambiguity: The American college president
10. A garbage can model of organizational choice
11. Ambiguity and choice in organizations
12. Social capital in the creation of human capital
13. Measuring charisma: Dimensionality and validity of the Conger-Kanungo scale of charismatic leadership
14. Playing with chaos
15. Voluntary turnover, social capital, and organizational performance
16. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields
17. Complexity in the classroom
18. For positivist organization theory: Proving the hard core
19. Predicting followers' preferences for charismatic leadership: The influence of follower values and personality
20. Accounting for teamwork: A critical study of the group-based systems of organizational control
21. Paying for public education: New evidence on how and why money matters
22. The charismatic relationship: A dramaturgical perspective
23. The quark and the jaguar
24. Meta-analytic review of leader-member exchange theory: Correlates and construct issues
25. Elementary principles in statistical mechanics
26. Cooperative networks and competitive dynamics: A structural embeddedness perspective
27. The Tower of Babel in nonlinear dynamics: Toward a clarification of terms
28. Using the concept of self-organization to understand social system change: Strengths and limitations
29. Causality and emergence in chaos and complexity theories
30. Relationship-based approach to leadership: Development of leader-member exchange LMX theory of leadership over 25 years: Applying a multi-level multi-domain perspective
31. A butterfly catastrophe model of motivation in organizations: Academic performance
32. Population dynamics and workforce productivity
33. The psychology of self-management in organizations
34. Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership
35. Leadership dynamics: A practical guide to effective relationships
36. Personality and charisma in the U.S. Presidency: A psychological theory of leadership effectiveness
37. A laboratory study of charismatic leadership
38. Transformational/charismatic leadership's transformation of the field: An historical essay
39. Leadership déjà vu all over again
40. Longitudinal organizational research and the third scientific discipline
41. Computational modeling of behavior in organizations: The third scientific discipline
42. Leadership in complex systems
43. In praise of hierarchy
44. A qualitative analysis of conflict types and dimensions in organizational groups
45. Autocatalytic sets of proteins
46. At home in the universe: The search for the laws of self-organization and complexity
47. Substitutes for leadership: Their meaning and measurement
48. Direct and indirect effects of three core charismatic leadership components on performance and attitudes
49. Relational wealth: The advantages of stability in a changing economy
50. Organizational social capital and employment practices
51. Creating networks for rural economic development in Norway
52. Artificial life: The quest for new creation
53. Searching for the unleader: Organizational member views on leading self-managed groups
54. Leading workers to lead themselves: The external leadership of self-managed work teams
55. The edge of organization: Chaos and complexity theories of formal social organization
56. Organizational extinction and complex systems
57. Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships
58. MicroStrategy from MacroLeadership: Distributed intelligence via new science
59. The romance of leadership
60. Social capital, intellectual capital, and the organizational advantage
61. The arithmetics of mutual help
62. Understanding quantum mechanics
63. Context and charisma: A "meso" level examination of the relationship of organic structure, collectivism, and crisis to charismatic leadership
64. Leading at the edge: How leaders influence complex systems
65. Flocks, herds, and schools: A distributed behavioral model
66. Special editors introduction: What is complexity science? A view from different directions
67. The fifth discipline: The art and practice of the learning organization
68. Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity
69. Organizational legitimacy and the liability of newness
70. An inquiry into the nature and causes of the wealth of nations
71. Learning in and about complex systems
72. The gurus speak: Complexity and organizations
73. Cognitive elements of empowerment: An "interpretive" model of intrinsic task motivation
74. Implications of leader-member exchange LMX for strategic human resource management systems: Relationships as social capital for competitive advantage
75. Complexity: The emerging science at the edge of order and chaos
76. From control to commitment in the workplace
77. Educational organizations as loosely coupled systems
78. The social psychology of organizing
79. Leadership and the new science: Learning about organization from an orderly universe