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Below is the stream related to your search. In the left-hand column are the references in the Research Portal that are in your search item. In the right-hand column are the citations that have referenced your search item. You can continue following this stream by clicking the “View stream” button on one of the Reference or Citation entries.

References (0 in Portal)
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Dispositional affect and leadership effectiveness: A comparison of self-esteem, optimism, and efficacy

MMm Chemers, CB Watson, ST May Personality and Social Psychology Bulletin 2000

A two-part study examined the effects of leadership efficacy and optimism on the evaluation and performance of military cadet leaders. Cadets at several universities responded to measures of leadership confidence and optimism. In Part 1, the cadets (n = 96) were rated for leadership potential by their military science professors. Both lea...

Cites in Google Scholar: 815
Citations (3 in Portal)
Forward in Time
Evidence-based answers to 15 questions about leveraging 360-degree feedback. Consulting Psychology Journal: Practice and Research

K Nowack, S Mashihi 2012

Despite the popularity of 360-degree feedback, meta-analytic findings suggest that these interventions can lead to a significant change in behavior but the effect sizes are typically modest and when done poorly may lead to both disengagement and a decline in performance. The research evidence addressing practical issues for coaches to suc...

Cites in Google Scholar: 134
A Framework for Developing Women Leaders Applications to Executive Coaching

D O’Neil, M Hopkins, D Bilimoria The Journal of Applied Behavioral Science 2015

Informed by extant literature, we develop a framework of women’s leadership development that integrates the key factors affecting women’s leadership development (challenging organizational contexts, work–life integration and career/life-stage concerns) and the characteristics of women’s leadership presence. We define leadership presence a...

Cites in Google Scholar: 133
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Personal factors of high-achieving women that contribute to the low number of executives in corporations

M Reynold 2007

There are two generations of women holding management positions in numbers in U.S. corporations. Most of the research and books have focused on the difficulties and needs of the first generation. The second generation of women leaders, born between 1955 and 1980, are better trained, more savvy and have a stronger sense of self than their ...

Cites in Google Scholar: 0
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