Philip M. Podsakoff

TL;DR: In this paper, the authors test the effect of leader expertise on role ambiguity in relation-ships between instrumental and supportive leader behaviors and subordinates' perceived role ambiguity, and find that leader expertise moderated the effects of both instrumental and supporting leader behavior.

TL;DR: In this article, the authors discuss some possible reasons why transactional leadership has been relegated to a lesser role than transformational leadership, summarize the research that indicates the importance of leader contingent reward and punishment behavior to leadership effectiveness, and identify some of the mechanisms that these forms of leadership behavior work through to influence employee attitudes and behaviors.

TL;DR: This article examined the effects of feedback sign on group goal setting, strategy development, and task performance in a group word recognition task and found that groups that received negative feedback were less satisfied, these groups set higher goals, developed more strategies, and performed at higher levels than groups that receive positive feedback.

TL;DR: The Leadership Quarterly has developed the reputation of being the custodian of the best multidisciplinary scientific research focusing on leadership as mentioned in this paper, which has been the result of the efforts of successive editorial teams who laid important foundations in building the journal.