Women and Transformational and Contingent Reward Leadership: A Multiple-Levels-of-Analysis Perspective.

Transformational leadership, learning goal orientation, and expectations for career success in mentor–protégé relationships: A multiple levels of analysis perspective

“…We chose WABA due to its statistical rigor and useful statistical tests to examine the appropriate level of analysis for the proposed relationships (Schriesheim, Cogliser, & Neider, 1995). Yammarino et al (1997) described the three steps in WABA. First, the WABA I procedure is followed whereby each variable is assessed at a particular level to determine whether it varies primarily between, within, or both between and within the units of interest (e.g., dyads).…”

“…Unfortunately, these calls have gone unheeded despite the fact that there is a lack of a clear specification of the boundary conditions on mentoring theory. However, in transformational leadership research, levels of analysis issues are receiving increased conceptual and empirical attention, and results suggest both individuallevel (e.g., Dansereau et al, 1995;Yammarino & Dubinsky, 1994) and dyad-level (e.g., Yammarino, Dubinsky, Comer, & Jolson, 1997) boundaries. Given these contrasting results and linkages between mentoring and transformational leadership noted above, in the section below we use the mentoring and transformational leadership literatures to propose competing hypotheses for testing individual-and dyadlevel relationships.…”

“…In Thibodeaux and Lowe's study, in-group members described their relationships with their supervisors as high-quality mentoring relationships providing career development functions, emotional support, and self-concept enhancement, whereas out-group members did not. In addition, Yammarino et al (1997) found that transformational leadership processes for female sales managers with their male and female sales representatives were based on differences between dyads. Allen, Poteet, and Burroughs (1997) reported that learning orientation is a protégé attractiveness feature that helps to initiate and maintain mentoring relationships and that a focus on increased learning is a positive benefit for mentors.…”

The influence of leadership on product and process innovations in China: The contingent role of knowledge acquisition capability

“…Transformational-charismatic leadership (hereafter TC leadership) involves a personal connection between leaders and their followers which goes beyond an exchange based on rules and regulations (Yammarino, Dubinsky, Comer, & Jolson, 1997). A charismatic leader articulates an inspirational goal based on vision, values, and beliefs; communicates high performance expectations; and inspires followers to achieve goals (Waldman et al, 2004(Waldman et al, , 2006.…”

A Qualitative Study of the Recruiting of Men and Women for Sales Positions in Turkey

“…Some studies of women in sales situations suggest that stereotypes continue to exist in the minds of both potential managers and customers (Comer and Jolson 1991;Russ and McNeilly 1988;Swan and Futrell 1978;Swan et al 1984). Although research regarding gender effects in sales has covered such issues as female managers' leadership style (Comer et al 1995;Yammarino et al 1997); genderrole identity (Comer and Jolson 1991); and stereotypic behavior and perceptions of gender stereotyping (Comer and Jolson 1991;Russ and McNeilly 1988), those studies did not address how gender affects the recruitment of women candidates for sales positions.…”