David V. Day

TL;DR: The LMX7 (7-item LMX) measure has the soundest psychometric properties of all instruments and is congruent with numerous empirical relationships associated with transformational leadership as discussed by the authors.

TL;DR: A recent review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development ( conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work ( practice context); and (3) summarizing previous research that has implications for leadership development as mentioned in this paper.

TL;DR: The development of effective leaders and leadership behavior is a prominent concern in organizations of all types as discussed by the authors, and the theoretical and empirical literature on leader and leadership development published over the past 25 years, primarily focusing on research published in The Leadership Quarterly.

TL;DR: In this article, the authors examine the state of the field regarding leadership in teams and present a perspective that considers leadership as an outcome of team processes that provides resources for better team adaptation and performance in subsequent performance cycles.

TL;DR: An updated theoretical model of applicant reactions to selection procedures is proposed and tested using meta-analysis as discussed by the authors, which indicated that applicants who hold positive perceptions about selection are more likely to view the organization favorably and report stronger intentions to accept job offers and recommend the employer to others.