Gregory A. Ruark

TL;DR: In this article, the authors propose that collective leadership is a function of selectively utilizing the information or specialized expertise that individuals within the network possess, and that the shifting of leadership responsibilities is often rooted in which individual's expertise is most relevant to the given problem.

TL;DR: In this paper, the authors present a comprehensive, theoretically-derived model of leader emotion management which clarifies the nature of emotion management and its role in leadership, and delineates the knowledge and skill-based antecedents of emotional management and the consequences of such management.

TL;DR: In this article, the effects of emotion valence as moderated by leadership style (transformational vs transactional) and activating potential (high vs. low) on follower satisfaction, evaluations of the leader, and creative task performance were examined.

TL;DR: The authors conducted an investigation into the viability of core elements of the collectivistic theories through a historiometric analysis of events from the career of a notable leader, George C. Marshall.

TL;DR: This article found that speaking time retains its direct effect on leader emergence when accounting for intelligence, personality, gender, and the endogeneity of speaking time, which supports the babble hypothesis.