Chief executive leadership style, consensus decision making, and top management team effectiveness

Relationship marketing in the not-for-profit sector: an extension and application of the commitment–trust theory

“…Reichheld (1993) found that employee behaviour had a significant impact on customer loyalty. Building on this, Flood et al (2000), found that good communication by employees had a positive impact on the financial performance of organisations. Additionally, Sirdesmukh et al (2002) identified frontline employee behaviour as a key driver of trust in relationship marketing.…”

What type of leadership behaviors are functional in teams? A meta-analysis

“…,Cooper & Wakelam, (1999),Flood et al (2000),Higgins & Routhieaux (1999),Keller (2001),Kim, Min, & Cha (1999),Kline (2003),Kolb (1992),Michaelsen (1973),Nealey & Blood (1968), Norrgen & Schaller (1999,Oh, Kim, & Lee (1991),Spangler & Braiotta (1990),Stoker & Remdisch (1997), Stoker, Looise, Fisscher, & deJong (2001,Taggar & Seijts (2003),Thamhain (2004),Tschan, Semmer, Nagele, & Gurtner (2000),and Watson, Johnson, & Zgourides (2002).bBird (1977),,Kane et al (2002),Keller (1992), andKomaki, Desselles, & Bowman (1989). cBrewer, Wilson, & Beck (1994),Burpitt & Bigoness (1997),Edmondson (1999),Edmondson (2003),Flood et al (2000),Gordon & Brannick (1999),Hirst, Mann, Bain, Pirola-Merlo, & Richver (2004),Keller (1992),Kim et al (1999),Kirkman & Rosen (1999),Kline (2003),Kolb (1992), Lim & Ployhart (2004), McDonough & Pearson (1993), Michaelsen (1973), Nealey & Blood (1968), Norrgen & Schaller (1999), Odusami, Iyagba, & Omirin (2003), Pearce & Herbik (2004), Pearce & Sims (2002), Pirola-Merlo, Hartel, Mann, & Hirst (2002),Pratt & Jiambalvo (1981),Sivasubramaniam et al (2002),Smith et al (1994),Smith-Jentsch, Salas, & Brannick (2001);Sosik (1997),,Sosik, Kahai, & Avolio (1998)…”

“…cBrewer, Wilson, & Beck (1994),Burpitt & Bigoness (1997),Edmondson (1999),Edmondson (2003),Flood et al (2000),Gordon & Brannick (1999),Hirst, Mann, Bain, Pirola-Merlo, & Richver (2004),Keller (1992),Kim et al (1999),Kirkman & Rosen (1999),Kline (2003),Kolb (1992), Lim & Ployhart (2004), McDonough & Pearson (1993), Michaelsen (1973), Nealey & Blood (1968), Norrgen & Schaller (1999), Odusami, Iyagba, & Omirin (2003), Pearce & Herbik (2004), Pearce & Sims (2002), Pirola-Merlo, Hartel, Mann, & Hirst (2002),Pratt & Jiambalvo (1981),Sivasubramaniam et al (2002),Smith et al (1994),Smith-Jentsch, Salas, & Brannick (2001);Sosik (1997),,Sosik, Kahai, & Avolio (1998),Spangler & Braiotta (1990),Stoker & Remdisch (1997),Tesluk & Mathieu (1999),Thamhain (2004), Wageman(2001),Watson et al (2002), and Wilson-Evered, Hartel, &Neale (2001). dAhearn, Ferris, Hochwarter, Douglas, & Ammeter (2004),Avolio, Waldman, & Einstein (1988),Bird (1977),Durham, Knight, & Locke (1997),Jung (2001),Kane et al (2002),Keller (1992),Komaki et al (1989),McDonough & Barczak (1991),Smith et al (1994),Smith-Jentsch et al (2001), and.…”

Consensus Making in Requirements Negotiation: the communication perspective

“…Kaplan and Martin (1999) raised the social status of individuals within the group as another aspect of minority power. Eisenhardt and Bourgeois (1986) and Flood et al (2000) supported this noting that Chief Executive Officer (CEO) dominance reduces the degree of consensus that is achieved when group decision-making. Deutsch (1973) also acknowledged informational influence as a source of individual or minority power saying that a group member might be influenced to accept third party information as being representative of a specific situation or fact even if that is not the case because of the informational power the influencing party has over them or the group.…”