bibliography books - inflibnetshodhganga.inflibnet.ac.in/bitstream/10603/45036/16/16... · managing...
TRANSCRIPT
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 217
Bibliography
Books
Alessandra, T & Hunsaker, P. (1993). Communicating at work. New York:
Simon & Schuster.
Alexander, G. (2005). Tales from the top. 10 vital questions every leader must
answer to stay on top of the game. London: Piatkus Books Ltd.
American Psychological Association. (2010). Publication manual of the
American Psychological Association (6th ed.). Washington, DC: Author.
Avolio, B.J., Yammarino, F.J. (Eds). (2002). Transformational leadership and
charismatic leadership: The road ahead. Boston: JAI.
Bandura, A. (1997). Self-efficacy: The exercise of self control. New York: W.H.
Freeman.
Barrett, D. (2007). Leadership communication (2nd
ed.). United Kingdom, UK:
McGraw Hill Companies.
Bass, B.M. (1985). Leadership and performance beyond expectations. New York:
Free Press.
Bass & Riggio. (2006). Transformational leadership (2nd
ed.). New York:
Psychology Press, Taylor & Francis Group.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 218
Bass, B & Avolio, R (1994). Improving organisational effectiveness through
transformational leadership. United States of America: Sage Publications,
Inc.
Bates, S. (2009). Motivate like a CEO. New Delhi: Tata McGraw Hill.
Berman, M & Brown, D. (2005). The power of metaphor: Story telling & guided
journeys for teachers, trainers & therapists. Mumbai: Jaico Publishing
House.
Bennis, W.G., & Nanus, B. (1985). Leaders: The strategies for taking charge.
New York: Harper & Row.
Best, J.W & Kahn, J.V. (2006). Research in education (10th ed.). New Delhi:
Prentice Hall of India Private Limited.
Bhal, K.T & Ansari, M. A (2000). Managing dyadic interactions in
organisational leadership. New Delhi: Sage Publications.
Bhargava, S. (2003). Transformational leadership: value-based management for
Indian organizations. New Delhi: Response Books- A Division of Sage
Publications.
Blanchard, P.N. & Thacker, J.W. (2005). Effective training: systems, strategies
and practices. New Delhi: Pearson Education (Singapore) Pte.Ltd.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 219
Bray, (2006). The training design manual: The complete practical guide to
creating effective and successful training programmes. New Delhi: Kogan
Page.
Brockbank, A. & McGill, I. (2007). Facilitating reflective learning through
mentoring & coaching. United Kingdom: Kogan Page Limited.
Bryman, A & Teevan, J. (2005). Social research methods (Canadian Edition).
Canada: Oxford University Press.
Campbell, K.M. (2006). Thinking and interacting like a leader: The TILL system
for effective interpersonal communication. Chicago: Parlay Press.
Chambers, R. (2003). Participatory workshops-A sourcebook of 21 sets of ideas
& activities. New Delhi: Earthscan India.
Clark, M.C. (1993). ‘Transformational learning’. In Merriam, S.B. (Ed.), An
Update on Adult Learning Theory: New Directions for Adult and
Continuing Education. San Francisco: Jossey-Bass.
Coffey, R.E., & Cook, C.W, & Hunsaker, P. (1994). Management and
organizational behavior. Burr Ridge, IL: Austin Press/Irwin.
Conger, J.A., & Toegel, G. (2003). Action Learning And Multirater Feedback:
Pathways To Leadership Development? In S.E. Murphy & R.E. Riggio
(Eds.), The future of leadership development. Mahwah, NJ: Lawrence
Erlbaum Associates.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 220
Conger, J., & Benjamin, B. (1999). Building leaders: How successful companies
develop the next generation. San Francisco: Jossey-Bass.
Coopers, D.R & Schindler, P.S. (2010). Business research methods (9th
ed.). New
Delhi: Tata McGraw Hill Education Private Limited.
Covey, S. R. (1990). The seven habits of highly effective people. New York:
Simon & Schuster.
Covey, S. (2011). The 3rd
alternative. Solving life’s most difficult problems. India:
Replika Press Pvt. Ltd.
Dale Carnegie Training. (2009). Leadership mastery how to challenge yourself
and others to greatness. United Kingdom: Simon & Schuster.
Denning, S. (2005). The leader’s guide to storytelling. San Francisco: Jossey-
Bass.
Dimitrius, J & Mazzarella. (2002). Put your best foot forward. New York, NY:
Simon and Schuster.
Fairhurst, G. (2007). Discursive leadership: In conversation with leadership
psychology. London: Sage.
Flick, U. (2009). An introduction to qualitative research (4th ed.). New Delhi:
Sage Publications India Pvt Ltd.
Goldhaber, G.M. (1980). Organizational communication (4th ed.). Dubuque, IA:
William C. Brown.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 221
Goldsmith, M., Kaye, B., & Shelton, K. (Eds). (2010). Learn like a leader.
Boston: Nicholas Brealey Publishing.
Grint, K. (2005). Leadership: Limits and possibilities. London: Palgrave
MacMillan.
Hacker, S & Roberts, T. (2006). Transformational leadership: Creating
organizations of meaning. United States of America: American Society for
Quality.
Hart, L.B. (2009). Faultless facilitation. New Delhi: Viva Books Private Limited.
Howell, K.W. (2011). Curriculum-Based Evaluation: Teaching and Decision
Making. USA: Thomson Learning
Kanungo, R. N. & Jaeger, A.M. (1990). Introduction: The Need for Indigenous
Management In Developing Countries. In A.M. Jaeger & R.N. Kanungo
Eds). Management in developing countries (pp, 1-19). London: Routledge.
Katzenback, J.R & Smith D.K. (1993). The wisdom of teams. Boston: Harvard
Business School Press.
Kolb, D. A. (1984). Experiential learning: Experience as the source of learning
and development. Englewood Cliffs, N.J: Prentice-Hall., Inc.
Kothari, C.R. (2004). Research methodology: Methods and techniques (Revised
2nd
ed.). New Delhi: New Age International (P) Limited, Publishers.
Kotter, J (2010). Leading change.USA: Harvard Business School Press.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 222
Kouzes, J. M., & Posner, B. Z. (2003). The leadership challenge workbook. San
Francisco: Jossey-Bass.
Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San
Francisco: Jossey-Bass.
Leary, M. (1995). Self-Presentation: Impression management and interpersonal
behaviour. United States of America: Westview Press A member of the
Perseus Books Group
Leavitt, H. J. (1987). Corporate pathfinders. New York: Penguin.
Leeds, D. (2004). Power speak. Engage, inspire, and stimulate your audience.
New Delhi: Tata McGraw-Hill Publishing Company Limited.
Liu, L. (2010). Conversations on leadership. Wisdom from global management
gurus. New Delhi: Wiley India (Times Business Series).
Mill, C.R., (1976). The reading book for human relations training feedback: The
art of giving and receiving help. Edited by Porter, L & Mill, Bethel, C.R.
ME: NTL Institute for Applied and Behavioral Sciences.
Mortensen, K. (2008). Persuasion IQ. The 10 skills you need to get exactly what
you want. New York: American Management Association.
Naik, P.G. (2007). Training and development. Text, research, and cases. New
Delhi: Excel Books
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 223
Nilson, C. (2004). Team games for trainers. New Delhi: Tata McGraw-Hill
Publishing Company.
Nohria, N & Khurana, R. (Eds.) (2010). Handbook of leadership theory and
practice-A Harvard Business School centennial colloquium. Boston,
Massachusetts: Harvard Business Press.
Northouse, P.G. (1997). Leadership: Theory and practice. California: Sage
Publications.
Offerman, L. R, & Phan, L. U. (2002). Culturally intelligent leadership for a
diverse world. In R.E. Riggio, S.E. Murphy, & F.J. Pirozzolo (Eds.),
Multiple intelligences. Mahwah, NJ: Lawrence Erlbaum Associates.
Passmore, J. (2006). Excellence in coaching. The industry guide. New Delhi:
Kogan Page
Patterson, K., Grenny, J. (2003). Crucial conversations. New Delhi: Tata
Mcgraw-Hill Publishing Co. Ltd.
Pearce, C.L & Conger J.A. (Eds.). (2003). Shared Leadership: Reframing the
hows and whys of leadership. Thousand Oaks, CA: Sage Publications.
Piskurich, G.M, Beckschi, P & Hall, B. (Eds.) (2004). The ASTD handbook of
training design and delivery. New Delhi: Tata McGraw-Hill Publishing
Company Limited.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 224
Robbins, P.S & Hunsaker, P.L. (2003). Training in interpersonal skills: Tips for
managing people at work. New Jersey: Pearson Education, Inc. Prentice
Hall.
Rogers, C.R & Farson, R.E. (1976). Active listening. Chicago: Industrial
Relations Center of the University of Chicago.
Rowe, G & Guerrero, L. (2010). Cases in leadership (2nd
ed.). New Delhi: Sage
Publications India Pvt Ltd.
Sandberg, S. (2013). Lean in: Women, work and the will to lead. USA: Knopf
Scannell, E. E. & Newstrom, J. W. (2004). More games trainers play:
Experiential learning exercises. New Delhi: Tata-McGraw Hill
Publications.
Scannell, E. E. & Newstrom, J. W. (2004). Still more games trainers play:
Experiential learning exercises. New Delhi: Tata McGraw Hill
Publications.
Scott, S. (2002). Fierce conversations-Achieving success at work & life, one
conversation at a time. United States of America: Viking Penguin.
Sekaran, U. (2005). Research methods for business. A skill building approach.
(4th ed.). India: Replika Press Pvt. Ltd.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 225
Sherwood, J.J. & Glidewell, J.C. (1973). Planned renegotiation. In Jones, J.E. &
Pfeiffer (Eds.), Handbook for group facilitators. San Diego: University
Associates
Singer, B. (2004). The ABC’s of building a business team that wins. New York:
Warner Business Books.
Singh, P & Bhandarker, A. (1990). Corporate success and transformational
leadership. New Delhi: New Age Publishers (P) Ltd.
Smith, P.B & Peterson, M.F. (2002). Cross-cultural leadership. In M.J. Gannon &
L.K Newman (Eds.), The blackwell handbook of cross-cultural
management (pp 217-235). Oxford: Blackwell.
Tannenbaum, R., Weschler, I.R. & Massarik, F. (1961). Leadership and
organisation. New York: McGraw Hill.
Tichy, N. M., & Devanna, M. A. (1997). Transformational leader. New York:
JohnWiley.
Truelove, S. (2009). Training and development. Theory and practice. Mumbai:
Jaico Publishing House.
Turner, D. (2009). Role plays-book of activities. New Delhi: Viva Books Private
Limited.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 226
Vecchio, R.P. (1997). Leadership: Understanding the dynamics of power and
influence in organizations. In Vecchio, R.P. (Ed.), Effective followership:
Leadership turned upside down. Notre Dame, IN: University of Notre
Dame Press
Verderber, K.S. & Verderber, R.F. (1986). Inter-act: Using interpersonal
communication skills (4th ed.). Belmont, CA: Wardsworth.
Waldman, D. A., & Javidan, M. (2002). Charismatic leadership at the strategic
level: Taking a new look at upper echelons theory. In B.J. Avolio & F. J.
Yammarino (Eds.), Transformational and charismatic leadership: The
road ahead. Oxford, UK: JAI/Elsevier.
West, R., & Turner, L. (2009).Understanding interpersonal communication:
making choices in changing times. (2nd
ed.). Boston: Wadsworth
Publishing Company.
Wrench, J.S; et al. (2009).Quantitative research methods for communication.
New Delhi: Oxford University Press.
Yukl, G. (2008). Leadership in organizations. United States of America: Pearson
Education (Singapore) Pte Ltd.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 227
Electronic Sources
Abrams, L. C., Cross, R., Lesser, E., & Levin, D, Z. (2003). Nurturing
interpersonal trust in knowledge-sharing networks. Academy of
Management Executive, 17(4), 64-77.
Ardichvili, A., & Mandersheid, V. S. (2008). Emerging practices in leadership
development: An introduction. Advances in Developing Human
Resources, 10(5), 619-631.
Akhtar, S. (2012). The relationship of managers’ leadership styles with gender,
experience and socio-economic status: An analysis of banking sector
organizations. International Journal of Modern Management Sciences,
1(1), 1-13.
Avolio, B., Mhatre, K., Norman, S., & Lester, P. (2009). The moderating effect of
gender on leadership intervention Impact: An exploratory review. Journal
of Leadership and Organizational Studies, 15, 325 – 341
Axtell, C. M., Maitlis, S., & Yearta, K. (1997). Predicting immediate and longer-
term transfer of training. Personnel Review, 26(3), 201.
Ayman , R & Korabik. (2010). Leadership: Why gender and culture matter.
American Psychologist, 65(3), 157-170. DOI: 10.1037/a0018806.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 228
Baneriji, P & Krishanan, V. (2000). Ethical preferences of transformational
leaders: An empirical investigation. Leadership and Organization
Development Journal, 21(8), 405-413.
Barling, J., Weber, T., & Kelloway, E.K. (1996). Effects of transformational
leadership training on attitudinal and financial outcomes: A field
experiment. Journal of Applied Psychology, 81, 827-832.
Barrett, D. (2006). Strong communication skills a must for today’s leaders.
Handbook of Business Strategy, 7(1), 385-390. DOI: 10.
1108/10775730610619124
Barry, B; Crant, J. Michael. (2000). Dyadic communication relationships in
organizations: An attribution/ expectancy approach. Organization Science,
11(6), 648-664.
Bartram, A. (2009). Behavior change intervention tools. Community Education &
Programs ,Government of South Australia-Department for Transport,
Energy and Infrastructure. Discussion Paper.
Bass, B. M. (1997). Does the transactional-transformational leadership paradigm
transcend organizational and national boundaries? American Psychologist,
52(2), 130-139.
Bass, B.M. & Steidlmeier, P. (1999). Ethics, character, and authentic
transformational leadership behavior. Leadership Quarterly, 10(2), 181-
217.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 229
Bass, B. (1997). Personal selling and transactional/ transformational leadership.
Journal of Personal Selling & Sales Management, 17(3), 19-28.
Bass, B. (1999). Two decades of research and development in transformational
leadership. European Journal of Work & Organizational Psychology,
8(1), 9-32.
Benjamin, B & O’Reilly, C. (2011). Becoming a leader: Early career challenges
faced by MBA graduates. Academy Of Management Learning &
Education, 10(3), 452-472.
Bernal, E. (2009). Designing transformational leadership development programs.
Business Leadership Review, 4(4) 1-17.
Bono, E., Anderson, H. (2005).The advice and influence networks of
transformational leaders. Journal of Applied Psychology, 90(6), 1306-
1314.
Brandt, T & Laiho, M. (to be published in 2013). Gender and personality in
transformational leadership context: An examination of leader subordinate
perspectives. Leadership and Organization Development Journal, 34, (1).
Brown, L.M. & Posner, B.Z (2001). Exploring the relationship between learning
and leadership, Leadership and Organizational Development Journal,
22(6), 274-280.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 230
Budhwar, P. (2001). Doing business in India. Thunderbird International Business
Review, 43(4), 549-568.
Budhwar, P. & Boyne, G. (2004). Human resource management in the Indian
public and private sectors: An empirical comparison. International
Journal of Human Resource Management. 15(2), 346-370. DOI:
10.1080/0958519032000158554.
Budhwar, P.S., & Debrah, Y. (2001). Rethinking comparative and cross-national
human resource management research. International Journal of Human
Resource Management, 12(3), 497-515. DOI: 10.1080/713769629.
Burke, L & Hutchins, H.M. (2007). Training transfer: An integrative literature
review. Human Resource Development Review, Thousand Oaks: 6 (3), pg.
263-297.
Callahan, J., Whitener, K., & Sandlin, J. (2007). The art of creating leaders:
Popular culture artifacts as pathways for development. Advances in
Developing Human Resources, 9, 146 - 165.
Carless, S. (1998). Gender differences in transformational leadership: An
examination of superior, leader, and subordinate perspectives. Sex roles:
A Journal of Research, 39(11/12), 887-902. DOI 10. 1023/A:
101888070612.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 231
Casciaro, T; Lobo, M., Sousa. (2007).When competence is irrelevant: The role of
interpersonal affect in task-related ties. Administrative Science Quarterly,
53 (4), 655-684.
Cashman, & Burzynski (2002). Value creating communicaton. Executive
Excellence, 17(11), 9.
Clifton, J. (2006). A conversation analytical approach to business communication:
The case of leadership. Journal of Business Communication, Jul 2006;
vol. 43: pp. 202 – 219.
Cobern, M, & Porter, B, Leeming & Dwyer, W. (1995). The effect of
commitment on adoption and diffusion of grass cycling. Environment and
Behavior, 27(2), 213-232. DOI : 10.1177/0013916595272006
Collins, D.B. & Holton, E.F. (2004). The effectiveness of managerial leadership
development programs: A meta-analysis of studies from 1982 to 2001.
Human Resource Development Quarterly, 15, 217-248.
Crawford C.B. (2003). Transformational leadership, innovation and knowledge
management: Empirical findings and emergent conclusions. (Masters
Thesis) University of Denver.
Crosbie, R. (2005). Learning the soft skills of leadership. Industrial and
Commercial Training, 37(1), 45-51. DOI 10.1108/00197850510576484
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 232
Daniel, J., Davis & Charles, R. (2009). What makes high performance teams
excel. Research Technology Management, 52(4), 40-45.
Day, D. (2001). Leadership development: A review in context. Leadership
Quarterly, 11, 581-613.
Delhomme, P & Ragot. (2008). The effect of commitment to observe speed limits
during rehabilitation training courses for traffic regulation offenders in
France. European Review of Applied Psychology, 58, 31-42.
Dennis, T. (2008). Challenging the transformational agenda: Leadership theory in
transition? Management Communication Quarterly, 21, 522 - 528.
Detert, James R., Burris, Ethan R. (2007). Leadership behavior and employee
voice: Is the door really open? Academy of Management Journal, 50(4),
869-884.
De Vries., Manfred K; Korotov, K. (2009). Creating transformational executive
programs. Academy of Management Learning & Education, 6(3), 375-
387.
De Vries; Hellwig; Vrignaud; Guillen Ramo & Korotov (2009). Sustainable
effectiveness of a transformational leadership development program: An
exploratory study. Faculty & Research Working Paper International
Journal of Coaching Psychology.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 233
Eagly, A.H., Johannesen-Schmidt, M.C., & van Engen, M.L. (2003).
Transformational, transactional, and laissez-faire leadership styles: A
metaanalysis comparing men and women. Psychological Bulletin, 129,
569-591.
Edwards, S. (2012). Casting a critical eye on coaching. Chief Learning Officer,
1(4), 28-34.
Ely, Ibarra & Kolb. (2011). Taking gender into account: Theory and design for
women’s leadership development programs. Academy Of Management
Learning and Education, 10(3), 474-493.
Embry, Padgett & Caldwell. (2008). Can leaders step outside of the gender box?
An examination of leadership and gender role stereotypes. Journal of
Leadership &Organizational Studies, 15 (1), 30-45. DOI:
10.1177/1548051808318412
Friedrich, P. (2012). Feedback as a gift. Training and Development, 66 (1), 72-
73.
Fuller., Jerry B; Barnett, T; Hester, K., Relyea, Clint; & Frey, Len.(2007). An
exploratory examination of voice behavior from an impression
management perspective. Journal of Managerial Issues, 19 (1)134-151.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 234
Gergen, K., McNamee, S., & Barrett, F. (2001). Towards transformative dialogue.
International Journal of Public Administration, 24 (7/8), 679.
Gilley, A., McMillan, H.S., & Gilley, J.W. (2009). Organizational change and
characteristics of leadership effectiveness. Journal of Leadership &
Organizational Studies, 16 (1), 38-47
Gilpin-Jackson, Y., Bushe, G.R. (2007). Leadership development training
transfer: A case study of post-training determinants. Journal of
Management Development, 26 (10), 980-1004. DOI
10.1108/02621710710833423
Grant, A.M. (2012). Leading with meaning: Beneficiary contact, prosocial
impact, and the performance effects of transformational leadership.
Academy of Management Journal, 55(2), 458-476.
Golen, S. (1990). A factor analysis of barriers to effective listening. Journal of
Business Communication, 27(1), 25-36.
Gomez, D. (2007). The leader as learner. International Journal of Leadership
Studies, 2(3), 280-284.
Hackman, M.Z., Furniss, A.H.., Hills, M.J., & Paterson, R.J. (1992). Perceptions
of gender-role characteristics and transformational and transactional
leadership behaviours. Perceptual and Motor Skills, 75, 311-319.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 235
Harms, P.D., & Credé, M. (2010). Emotional intelligence and transformational
and transactional leadership: A meta-analysis. Journal of Leadership and
Organizational Studies, 17, 5 -17.
Hatton, A. (2003). Adding heart to your evaluation. Industrial and Commercial
Training, 35(4/5), 210-217.
Hollander, E.P. (1992). Leadership, followership, self and others. Leadership
Quarterly, 3, (1) 43-54. DOI: 10.1016/1048-9843(92)90005-Z
Howell, J.M., & Avolio, B.J. (1993). Transformational leadership, transactional
leadership, locus of control, and support for innovation: Key predictors of
consolidated business-unit performance. Journal of Applied Psychology,
84, 680-694.
Hunt, J.W & Baruch, Y. (2003). Developing top managers: The impact of
interpersonal skills training. Journal of Management Development, 22(8),
729-752.
Hutt, T. (2005). Required interpersonal communication skills for leadership
coaching. The Capstone Project for University of Denver.
Iles & Preece. (2006). Developing leaders or developing leadership? The
academy of chief executives’ Programmes in the North East of England.
Leadership, 2(3), 317–340. DOI: 10.1177/1742715006066024
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 236
Ilies, R., Judge., & Wagner, D.(2006). Making sense of motivational leadership:
The trail from transformational leaders to motivated followers. Journal of
Leadership and Organizational Studies, 13, 1 - 22.
Kapp, K. (2011). Matching the right design strategy to the right content. Training
and Development, 65(7), 48-52.
Karve, S. (2011). Setting the stage for effective role plays. Training and
Development, 65(11), 76-77.
Kejriwal, A; & Krishnan, R. V. (2004). Impact of Vedic worldview and gunas on
transformational leadership. Vikalpa, 29(1), 29-40.
Kenny, D, (2004), PERSON A general model of interpersonal perception
personality and social. Psychology Review, 8(3), 265-280.
Kets De Vries , Hellwig et al.(2009). Sustainable effectiveness of a
transformational leadership development program: An exploratory study.
Faculty research paper INSEAD.
Krishnan,V. (2001).Value systems of transformational leaders. Leadership and
Organization Development Journal, 22 (3), 126-132.
Krishnan, V. (2001). Can the Indian worldview facilitate the emergence of
transformational leaders?" Management and Labour Studies, 26 (4), 237-
244.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 237
Krishnan, V. (2003). Modernization without demolishing cultural roots: The role
of transformational leadership in J. Gifford & G. Zezulka-Mailloux,
Culture and the State, Volume 4 (Alternative Interventions), 164-173.
Canada Research Chairs Humanities Studio, University of Alberta,
Edmonton.
Küpers, W. (2007). Perspectives on integrating leadership and followership.
International Journal of Leadership Studies, 2 (3), 194-221.
Levy, P.E., Cober, R.T., & Miller, T. (2002). The effect of transformational and
transactional leadership perceptions on feedback-seeking intentions.
Journal of Applied Social Psychology, 32, 1703-1720.
Liden C. R., & Antonakis , A.(2009). Considering context in psychological
leadership research. Human Relations, 62(11), 1587–1605.
Lippstreu,M. (2010). Revisiting fundamental concepts of transformational
leadership theory: A closer look at follower developmental processes.
(Doctoral Dissertation) Georgia Institute of Technology.
Locke, E. A., Shaw, K.N., Saari, L.M., & Latham, G.P. (1981). Goal setting and
task performance: 1969-1980, Psychological Bulletin, July 1981, 125-152.
Loganathan, N & Krishnan,V.R. (2010). Leader’s femininity and transformational
leadership: mediating role of leader’s Emotional intelligence. Great Lakes
Herald, 4(2)53-72.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 238
Lyons, P. (2007). A leadership development model to improve organizational
competitiveness. Advances in Competitiveness Research, 15(1/2), 103-
115.
Macik-Frey, M. (2007). Communication-centered approach to leadership: The
relationship of interpersonal communication competence to
transformational leadership and emotional intelligence. (Doctoral Thesis)
presented at the University of Texas at Arlington.
Maia, D., Zajonc, A; & Dana, D. (2003). Survey of transformative and spiritual
dimensions of higher education. Journal of Transformative Education, 1,
177 – 211.
Majumdar, B & Ray, A. (2011). Transformational leadership and innovative work
behavior. Journal of Indian Academy of Applied Psychology, 37(1), 140-
148.
Manning, T. (2002). Gender, managerial level, transformational leadership and
work satisfaction. Women in Management Review, 17(5) 207-216. DOI
10.1108/09649420210433166 .
Manuel, L., & Sessa, V.(2006). Group feedback for continuous learning. Human
Resource Development Review, 5, 303 - 329.
Marshall, J. (2011). En-gendering notions of leadership for sustainability. Gender,
Work & Organization, 18(3), 263-281. DOI 10. 1111/j.1468-
0432.2011.00559.x.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 239
Mayfield, J., & Mayfield, M. (2009). The role of leader motivating language in
employee absenteeism. Journal of Business Communication, 46(4), 455 -
479.
McKenzie-Mohr, D (2008). Fostering sustainable behavior-community-based
social marketing. Retreived from http:www.cbsm.com/public/images/ on
16th January 2010.
Michael, J. (2003). Using the Myers-Briggs type indicator as a tool for leadership
development? Apply with caution. Journal of Leadership and
Organizational Studies, 10, 68 - 81.
Miller, M. (2009). Transformational leadership behaviours and empathy with
action. Transformation: An International Journal of Holistic Mission
Studies, 26(1), 45-59(2009) DOI: 10.1177/0265378809102176.
Miller, Kent D., Meng, Z; Calantone, R. J. (2006). Adding interpersonal learning
and tacit knowledge to march's exploration-exploitation model. Academy
of Management Journal, 49(4), 709-722.
Musselwhite, C., Kennedy, S & Probst, N. (2010). Best practices for facilitating
simulations. Training and Development, 64(8), 26-28.
Naraynan , J., & Krishnan, V.(2003). Impact of sattva and rajas gunas on
transformational leadership and karma-yoga. Journal of Indian
Psychology, 21 (2), 1-11.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 240
Nuttall, J. (2004). Modes of interpersonal relationship in management
organisations. Journal of Change Management, 4(1), 15 – 29.
O’Hara, M. (2003). Cultivating consciousness: Carl R. Rogers’s person-centered
group process as transformative androgogy. Journal of Transformative
Education, 1, 64 –79.
Olivares, O. J., Peterson, G., & Hess, K. P. (2007). An existential-
phenomenological framework for understanding leadership development
experiences. Leadership and Organization Development Journal, 28, 76-
91. 10.1108/01437730710718254.
Parry, K. W., & Sinha, P. N.(2005). Researching the trainability of
transformational organizational leadership. Human Resource Development
International, 8(2), 165-183.
Penna, M., Pietronilla, M., Sandro, M., Sechi, C. (2009). Emergence Of the
communicative value of silence. E:CO, 11(2), 30-36.
Phillips, K., Rothbard,W., Nancy P.(2009). To disclose or not to disclose? Status
distance and self-disclosure in diverse environments. The Academy of
Management Review (AMR), 34(4), 710-732.
Poddar , E & Krishnan, V. (2004). Impact of gender-roles on transformational
leadership. Abhigyan: The Journal of Foundation for Organizational
Research and Education, 22(2), 2-13.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 241
Pounder, J.S. (2003). Employing transformational leadership to enhance the
quality of management development instruction. Journal of Management
Development, 22(1), 6-13. DOI: 10.1108/02621710310454824
Price, J. (2011). Unifying leadership: Bridging the theory and practice divide.
Journal of Strategic Leadership, 3(2), pp. 13-22.
Quick, J. C; Macik-Frey, M. (2004). Behind the mask coaching through deep
interpersonal communication. Consulting Psychology Journal: Practice &
Research, 56(2), 67-74.
Quinn, J. (1996). The role of 'good conversation' in strategic control. Journal of
Management Studies, 33(3), 381-394.
Reuvers, van Engen et al (2008). Transformational leadership and innovative
work behavior: Exploring the relevance of gender differences. Creativity
& Innovation Management, 17 (3), 227-244.
Richardson., Michael J., Marsh, Kerry L., Schmidt, R. C.(2005). Effects of visual
and verbal interaction on unintentional interpersonal coordination.
Journal of Experimental Psychology / Human Perception & Performance,
31(1), 62-79.
Russell, J. (2008). Promoting subjective well-being at work. Journal of Career
Assessment, 16,117 - 131.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 242
Ryback, D. (2006). Self-determination and the neurology of mindfulness. Journal
of Humanistic Psychology, 46(1), 474 - 493.
Sahgal, P., & Pathak, A. (2007). Transformational leaders: Their socialization,
self-concept, and shaping experiences. International Journal of
Leadership Studies, 2 (3), 263-279.
Shamir, B. (1995). Social distance and charisma: Theoretical notes and an
exploratory study. The Leadership Quarterly, 6, 19-47. DOI:
10.1016/1048-9843(95)90003-9
Shamir, B., House, R.J., & Arthur, M.B. (1993). The motivational effects of
charismatic leadership: A self-concept based theory. Organisation
Science, 4, (4)577-594.
Shanker, M & Bin Sayeed, O. (2012). Role of transformational leaders as change
agents: Leveraging effects on organizational climate. The Indian Journal
of Industrial Relations, 47(3), 470-484.
Sharbrough, W., Simmons, S., Cantrill, D. (2006). Motivating language in
industry its impact on job satisfaction and perceived supervisor
effectiveness. Journal of Business Communication, 43(4), 322-343.
Silberstang, J; London, M.(2009). Recognition, context facility and cultural
intelligence. Human Resource Development Review, 8(3), 327-349.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 243
Silvers, A. (2012). The blue print for social learning. Training and Development
(published by American society for training and development), 66(1), 34-
39.
Singh , N & Krishnan V. (2005). Towards understanding transformational
leadership: A grounded theory approach. Vision, (09722629), 9(2), 5-17.
Singh, N & Krishnan, V. R. (2007). Leadership in India: Developing and
validating a new scale using grounded theory approach. International
Journal of Cross Cultural Management, 7, 219 - 236.
Siu, L. H. (2007). Is interpersonal trust a necessary condition for organizational
learning? Journal of Organisational Transformation and Social Change, 4
(2), 149-156.
Sogunro, O. A. (2004). Efficacy of role-playing pedagogy in training leaders:
Some reflections. Journal of Management Development, 23(4), 355-371.
DOI: 10.1108/02621710410529802
Sosik, J.J & Godshalk, V.M. (2000). Leadership styles, mentoring functions
received, and job-related stress: A conceptual model and preliminary
study. Journal of Organisational Behavior, 21, 365-390.
Spreitzer, McCall & Mahoney (1997). Early identification of international
executive potential. Journal of Applied Psychology, 82, 6-29.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 244
Stelter, N.Z. (2002). Gender differences in leadership. Current social issues and
future organizational implications. The Journal of Leadership Studies,
8(4), 88-99.
Stromer-Galley, J. (2004). Interactivity-as-product and interactivity-as-process.
Information Society, 20(5), 391-394.
Tourish, D; Craig, R & Amernic, J. (2010). Transformational leadership
education and agency perspectives in business school pedagogy: A
marriage of inconvenience. British Journal of Management, 21, 40-59.
DOI: 101111/J.1467-8551.2009.00682.x.
Tsouka, H. (1991). The missing link: A transformational view of metaphors in
organizational science. Academy of Management Review, 16 (3) 566-585.
Van der Merwe, L., Chermack, T. J., Kulikowich, J., &Yang, B. (2007). strategic
conversation quality and engagement: Assessment of a new measure.
International Journal of Training & Development, 11(3), 214-221.
Vora, N & Bhatnagar, D. (2011). Leadership development in organizations in
India: The why and how of it. Vikalpa-The Journal of Decision Makers,
36(4) 77-131.
Wang, T & Katzev (1990). Group commitment and resource conservation: Two
field experiments on promoting recycling. Journal of Applied Social
Psychology, 20, 265-275.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 245
Wenson, J. (2010). After-coaching leadership skills and their impact on direct
reports: Recommendations for organizations. Human Resources
Development International, 13(5), 607-616.
Winston, B.E & Patterson, K. (2006). An integrative definition of leadership.
International Journal of Leadership Studies, 1(2), 6-66.
Yemm, G. (2008). Influencing others -- a key skill for all. Management Services,
52(2), 21-24.
Conference Proceedings
Cummings, L.L. (1976). Appraisal Purpose and the Nature, Amount and
Frequency of Feedback. Paper presented at the American Psychological
Association, meeting, Washington DC. Retrieved from
http://www.eric.ed.gov on 16th July, 2012.
Krishnan,V. R.(2005, December). The Impact of Transformational Leadership
on Followers’ Duty Orientation and Spirituality. Proceedings of the
Australian and New Zealand Academy of Management Conference,
Canberra. Retrieved from http://www.rkvenkat.org/2008jhv.pd on 28th
January, 2010
Krishnan, V. (2000). Training programs on leadership: Do they really make a
difference? Proceedings of the seminar on ‘Role of HR: A New Agenda,’
IIT Delhi, India. Retrieved from http://www.rkvenkat.org/2000iitd.pdf on
28th January, 2010.
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 246
Krishnan V, (1998). Influencing the transformational leader: strategies used by
followers. Proceedings of the Association of Management and the
International Association of Management, 16 (1), Chicago, Leadership
and Leaders Division.
Sharma, A & Krishnan.V. (2005). Transformational leadership, aspects of self-
concept, and needs of followers. Paper presented at the Proceedings of the
Australian and New Zealand Academy of Management conference,
Canberra.
Webliography
1. http://www.ebscohost.com
2. http://www.emeraldinsight.com
3. http://sagepublications.com
4. http://www.rkvenkat.org/
5. www.astd.org
6. http://Proquest.com
7. www.insead.edu
8. http://link.springer.com
9. http://www.sozialpsychologie.uni-frankfurt.de
10. http://psycnet.apa.org
11. www.ModernScientificPress.com/Journals/IJMGMTS.ASPX
12. online.wiley.com
13. http://www.eric.ed.gov
Designing Interpersonal Communication Modules For Effective Transformational Leadership Style
Swati Mankad 247
14. orgsci.highwire.org
15. www.regent.edu/acad/global/publications
16. http://www.management.wharton.upenn.edu/
17. http://findarticles.com/
18. www.jiaap.org/
19. http://dspace.uta.edu
20. http://ectd.du.edu/
21. http://www.clearlearning.ca/
22. http://home.ubalt.edu
23. www.sciencedirect.com
24. www.tandfonline.com
25. www.tech.uh.edu
26. http://www.leadershipeducators.org/
27. http://www.entrepreneur.com/
28. http://dx.doi.org/
29. http://smartech/gatech.edu
30. http://dspace.uta.edu
31. www.jiaap.org/
32. www.veloxian.com/ecj/ijbsm
33. http://www.eric.ed.gov
34. http://www.dpti.sa.gov.au