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M. D. Ensley, K. M. Hmieleski and C. L. Pearce, “The Importance of Vertical and Shared Leadership within New Venture Top Management Teams: Implications for the Performance of Startups,” The Leadership Quarterly, Vol. 17, No. 3, 2006, pp. 217-231.
http://dx.doi.org/10.1016/j.leaqua.2006.02.002

has been cited by the following article:

• TITLE: Exploring Self-Leadership across Eastern and Western Cultures

  AUTHORS: Jessie Ho, Paul L. Nesbit

  KEYWORDS: Self-Leadership; Cross-Cultural Comparison; Independent-Interdependent Self-Construals; Individualistic/Collectivistic Cultures; Promotion and Prevention Regulatory Focus

  JOURNAL NAME: Journal of Service Science and Management, Vol.6 No.4, October 29, 2013

  ABSTRACT: The purpose of this study was to examine how culture influences the use of self-leadership strategies among Hong Kong and Australian students. Results revealed that significant cultural differences were found for some dimensions of self-leadership strategies. Chinese students reported greater use of self-reward, relation-based natural reward, individual-oriented and social-oriented evaluation of beliefs and assumption, whereas Australian students reported greater use of self-goal setting, and self-cueing. However, no cultural differences were found for the use of self-punishment, positive self-talk, visualizing successful performance as well as task-based natural rewards. Implications and future research are also discussed.