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Pearce, C. L., & Sims Jr., H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6, 172-197.

has been cited by the following article:

• TITLE: Connecting Individual Differences in Workforce to Organizational Creativity through Transformational Leadership for Corporate Transformational Effectiveness!

  AUTHORS: Syeda Asiya Zenab Kazmi, Marja Naaranoja

  KEYWORDS: Creativity; Transactional Leadership; Laissez-Faire Leadership; Individual Differences; Transformational Leadership; Workforce Diversity

  JOURNAL NAME: Open Journal of Leadership, Vol.2 No.4, October 23, 2013

  ABSTRACT: The study offers grounds to measure level of “creativity” through directional “leadership management options” (i.e. transactional leadership, laissez-faire leadership) in teams marked by individual differences or diversity. The study results confirmed that transformational leadership provides support to generate creativity by even the ordinary performers marked by the workforce diversity phenomenon among the organizational workers.