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David A. Waldman
Researcher at Arizona State University
Publications - 191
Citations - 21979
David A. Waldman is an academic researcher from Arizona State University. The author has contributed to research in topics: Transformational leadership & Shared leadership. The author has an hindex of 68, co-authored 186 publications receiving 19787 citations. Previous affiliations of David A. Waldman include Colorado State University & University of California, Los Angeles.
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A multilevel investigation of leader– member exchange, informal leader emergence, and individual and team performance
TL;DR: In this article, the antecedents and outcomes of informal leader emergence in work teams were examined and the role played by formal leaders and team shared vision in jointly promoting or inhibiting leader emergence and thereby impacting individual performance and team effectiveness.
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Has 360 degree feedback gone amok
TL;DR: In this paper, the authors explore the outcomes that organizations can realistically expect and provide recommendations for implementing innovations such as 360 feedback to best ensure improvements will be realized and the process will be a success.
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Trust and the relationship between leadership and follower performance: opening the black box in Australia and China
TL;DR: This article provided a cross-cultural comparison of the mediating effects of trust in the leader on the relationship between the in-role performance of followers (as rated by their leaders) and two types of leadership: transactional and transformational.
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Visionary communication qualities as mediators of the relationship between narcissism and attributions of leader charisma
TL;DR: This paper found that narcissism is positively related to vision boldness but negatively related to socialized vision, and that both aspects of vision are positively associated with attributions of leader charisma.
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The psychological and neurological bases of leader self-complexity and effects on adaptive decision-making.
TL;DR: This work conceptualized a model of leader self-complexity that is inclusive of both the mind (the complexity of leaders' self-concepts) and the brain (the neuroscientific basis for complex leadership), and derived psychometric and neurologically based measures that demonstrated that both measures accounted for unique variance in external ratings of adaptive decision-making.