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Women and Transformational and Contingent Reward Leadership: A Multiple-Levels-of-Analysis Perspective
Francis J. Yammarino, Alan J. Dubinsky, Lucette B. Comer and Marvin A. Jolson
The Academy of Management Journal
Vol. 40, No. 1 (Feb., 1997), pp. 205-222
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/257027
Page Count: 18
You can always find the topics here!Topics: Dyadic relations, Dyadics, Women, Sales management, Correlations, Psychology, Causal covariation, Questionnaires, Health outcomes, Men
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This study provides a multiple-levels-of-analysis investigation of transformational and contingent reward leadership and outcomes involving female leaders. We tested multisource data from male and female sales-persons and their female sales managers for individual-, dyad-, and group-level effects via within and between analysis (WABA). As hypothesized, the associations of interest were based on differences between dyads. Each female leader formed a unique relationship with each subordinate that was independent of their group membership.
The Academy of Management Journal © 1997 Academy of Management