Leadership as (un)usual: How to display competence in times of crisis
James, E. & Wooten, L.P. (2005). Leadership as (un)usual: How to display competence in times of crisis. Organizational Dynamics, 34(2), 141-152.
Organizational effectiveness: Its demise and re-emergence through positive organizational scholarship
Cameron, K.S. (2005). Organizational effectiveness: Its demise and re-emergence through positive organizational scholarship. In K. Smith and M. Hitt (Eds.), Great minds in management: The process of theory development (pp. 304-330). New York: Oxford University Press.
A cross-cultural analysis of the effectiveness of transformational leadership
Spreitzer, G.M., Perttula, K. & Xin, K. (2005) A cross-cultural Analysis of the Effectiveness of transformational leadership. Journal of Organizational Behavior, 26(3), 205-228.
Ethics and ethos: The buffering and amplifying effects of ethical behavior and virtuousness
Caza, A., Caza, B., & Cameron, K.S. (2004). Ethics and ethos: The buffering and amplifying effects of ethical behavior and virtuousness. Journal of Business Ethics, 52, 169-178.
Introduction: Contributions to the discipline of positive organizational scholarship
Cameron, K.S., & Caza, A. (2004). Introduction: Contributions to the discipline of positive organizational scholarship. American Behavioral Scientist, 47(6), 731-739.
Generating dynamic capabilities through a humanistic work ideology
Wooten, L.P., & Crane, P. (2004). Generating dynamic capabilities through a humanistic work ideology: The case of a certified-nurse midwife practice in a professional bureaucracy. American Behavioral Scientist, 47(6), 848-866.
Toward the construct definition of positive deviance
Spreitzer, G.M., & Sonenshein, S. (2004). Toward the construct definition of positive deviance. American Behavioral Scientist, 47(6), 828-847.
Exploring the relationships between organizational virtuousness and performance
Cameron, K.S., Bright, D., & Caza, A. (2004). Exploring the relationships between organizational virtuousness and performance. American Behavioral Scientist, 47(6), 766-790.
Perceived control as an antidote to the negative effects of layoffs on survivors’ organizational commitment and job performance
Brockner, J., Spreitzer, G., Mishra, A., Pepper, L., and Hochwarter, W. (2004). Perceived control as an antidote to the negative effects of layoffs on survivors’ organizational commitment and job performance. Administrative Science Quarterly, 49(1), 76-100.
Leadership in the virtual organization
Spreitzer, G.M. (2004). Leadership in the Virtual Organization. In S. Chowhurdy (Ed.). Next generation business handbook (pp. 159-173).Hoboken, NJ: Wiley and Sons.
On becoming a transformational change agent
Quinn, R.E., & Quinn, S. (2004). On becoming a transformational change agent. In L. Greiner & F. Poulfelt (Eds.), Handbook of management consulting: The contemporary consultant, insights from world experts. Independence, KY: South-Western College Pub.
Deep change
Quinn, R.E., & Caza, A. (2004). Deep change. In G. Goethels, G. Sorenson, & J. Burns (Eds.), Encyclopedia of leadership. Thousand Oaks, CA: Sage.