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a r t i c l e i n f o a b s t r a c t In this review, we develop a framework to guide future research and to examine the execution of leadership in extreme contexts. We start by defining and distinguishing extreme contexts from crisis and other contexts. A five component typology is developed comprised of magnitude of consequences, form of threat,(More)
We develop and test a model based on social cognitive theory (Bandura, 1991) that links abusive supervision to followers' ethical intentions and behaviors. Results from a sample of 2,572 military members show that abusive supervision was negatively related to followers' moral courage and their identification with the organization's core values. In addition,(More)
a r t i c l e i n f o a b s t r a c t A multilevel model is offered proposing that organizational learning is an interdependent system where effective leaders enact intervention strategies at the individual (micro), network (meso), and systems (macro) levels. We suggest that leaders approach organizational learning by setting the conditions and structure(More)
Differentiating transformational and non-transformational leaders on the basis of neurological imaging" (2012). The purpose of this study was to evaluate the viability of using neurological imaging to classify transformational leaders, versus non-transformational leaders, as identified through existing psychometric methods. Specifically, power spectral(More)
Complex contexts and environments require leaders to be highly adaptive and to adjust their behavioral responses to meet diverse role demands. Such adaptability may be contingent upon leaders having requisite complexity to facilitate effectiveness across a range of roles. However, there exists little empirical understanding of the etiology or basis of(More)