Jennifer A. Griffith

TL;DR: A selective qualitative review of affect, emotions, and emotional competencies in leadership theory and research published in ten management and organizational psychology journals, book chapters and special issues of journals from 1990 to 2010 is presented in this article.

TL;DR: The authors explored how these changes may force the need for reconsideration of five of the most frequently used leadership theories in an effort to understand important boundary conditions and how leadership research must evolve to keep pace with a changing workforce.

TL;DR: In this paper, three dimensions of collective leadership behaviors from the Friedrich et al. (2009) framework were tested with regard to how individual differences of leaders (intelligence, experience, and personality), the team's network (size, interconnectedness, and embeddedness), the given problem domain (strategic change or innovation), and problem focus (task or relationship focused) influenced the use of each collective leadership dimension.

TL;DR: In this article, the effects of leaders suggesting different regulation strategies after subordinates experienced anger or pessimism were evaluated with respect to planning, a critical organizational task, and perceptions of leader effectiveness.

TL;DR: In this article, a framework for improving sexual harassment and assault training is proposed to address how individual differences, needs analysis, training design, evaluation, and post-training support contribute to lasting change while addressing the unique challenges associated with sexual harassment.