Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

This article presents a comprehensive definition and conceptual model of person-organization fit that incorporates supplementary as well as complementary perspectives on fit. To increase the precision of the construct's definition, it is also distinguished from other forms of environmental compatibility, silch as person-group and person-vocation fit. Once defined, commensurate measurement as it relates to supplementary and complementary fit is discussed and recommendations are offered regarding the necessity of its use. A distinction is made between the direct measurement of perceived fit and the indirect measurement of actual person-organization fit, using both cross- and individual-level techniques, and the debate regarding differences scores is reviewed. These definitional and measurement issues frame a review of the existing literature, as well as provide the basis for specific research propositions and suggestions for managerial applications.

Person-organization fit: an integrative review of its conceptualizations, measurement, and implications

Ethical leadership: A social learning perspective for construct development and testing

Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.

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Ethical leadership: A review and future directions

Authentic Leadership: Development and Validation of a Theory-Based Measure†:

The leadership challenge, 3rd ed.

Corporations are suffering from a lack of leadership. Too many managers are unwilling to take charge due to beliefs in tradtional myths such as successful leaders are stable and organized. The focus of this book is to help managers further their abilities as leaders. The authors have discussed leadership skills with other leaders to learn their strengths and weaknesses.

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The leadership challenge: How to get extraordinary things done in organizations

Introduction: On Credibility and Character 1. Leadership is a Relationship 2. Credibility Makes a Difference 3. Discovering Your Self 4. Appreciating Constituents and Their Diversity 5. Affirming Shared Values 6. Developing Capacity 7. Serving a Purpose 8. Sustaining Hope 9. The Struggle to be Human Appendix: Studies on the Impact of Credibility and What Constitutes Credible Behavior Notes Acknowledgements The Authors Name Index Subject Index

Credibility: How Leaders Gain and Lose It, Why People Demand It

Introduction: Making Extraordinary Things Happen in Organizations 1 1 When Leaders Are at Their Best 9 The Five Practices of Exemplary Leadership Leadership Is a Relationship Putting It All Together: Credibility Is the Foundation PRACTICE 1 MODEL THE WAY 41 2 Clarify Values 43 Find Your Voice Affirm Shared Values 3 Set the Example 71 Live the Shared Values Teach Others to Model the Values PRACTICE 2 INSPIRE A SHARED VISION 99 4 Envision the Future 101 Imagine the Possibilities Find a Common Purpose 5 Enlist Others 127 Appeal to Common Ideals Animate the Vision PRACTICE 3 CHALLENGE THE PROCESS 155 6 Search for Opportunities 157 Seize the Initiative Exercise Outsight 7 Experiment and Take Risks 185 Generate Small Wins Learn from Experience PRACTICE 4 ENABLE OTHERS TO ACT 213 8 Foster Collaboration 215 Create a Climate of Trust Facilitate Relationships 9 Strengthen Others 241 Enhance Self-Determination Develop Competence and Confidence PRACTICE 5 ENCOURAGE THE HEART 271 10 Recognize Contributions 273 Expect the Best Personalize Recognition 11 Celebrate the Values and Victories 301 Create a Spirit of Community Get Personally Involved 12 Leadership Is Everyone s Business 329 Look to Leaders Everywhere Know How Important You Are Practice Reflect Remain Humble and Human Seize the Moment Remember the Secret to Success in Life Notes 347 Acknowledgments 375 About the Authors 379 Index 383 For Tae and Jackie with all our love. Thank you for all you do and all that you have given us.

The leadership challenge : how to make extraordinary things happen in organizations

Foreword Preface: Everyone's Business: The New Realities of Leadership WHEN LEADERS ARE AT THEIR BEST The Practices and Commitments of Exemplary Leadership What Constituents Expect of Leaders: Knowing the Other Half of the Story CHALLENGING THE PROCESS Search for Opportunities: Confronting and Challenging the Status Quo Experiment and Take Risks: Learning from Mistakes and Successes INSPIRING A SHARED VISION Envision the Future: Imaging Ideal Scenarios Enlist Others: Attracting People to Common Purposes ENABLING OTHERS TO ACT Foster Collaboration: Promoting Cooperative Goals and Mutual Trust Strengthen Others: Sharing Power and Information MODELING THE WAY Set the Example: Doing What You Say You Will Do Achieve Small Wins: Building Commitment to Action ENCOURAGING THE HEART Recognize Contributions: Linking Rewards with Performance Celebrate Accomplishments: Valuing the Victories BEGINNING THE JOURNEY Become a Positive Force: The Leader Who Makes a Difference Appendix: Theory and Evidence Behind the Practice: The Leadership Practices Inventory (LPI) .

James M. Kouzes

Papers

The leadership challenge, 3rd ed.

The leadership challenge: How to get extraordinary things done in organizations

Credibility: How Leaders Gain and Lose It, Why People Demand It

The leadership challenge : how to make extraordinary things happen in organizations

The leadership challenge : how to keep getting extraordinary things done in organizations