IMPACT OF LEADERSHIP STYLE AND EMOTIONS ON SUBORDINATE PERFORMANCE

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MCCOLL KENNEDY J.R.; ANDERSON R.

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Journal Paper

Paper Information

Journal: THE LEADERSHIP QUARTERLY Year:2002 | Volume:13 | Issue:5 Page(s): 545-559

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Information Journal Paper

Title

IMPACT OF LEADERSHIP STYLE AND EMOTIONS ON SUBORDINATE PERFORMANCE

Author(s)

MCCOLL KENNEDY J.R. | ANDERSON R. | Issue Writer Certificate

Keywords

Not Registered.

Abstract

Cites

INVESTIGATION THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP WITH EMOTIONAL INTELLIGENCE AND INTELLIGENCE QUOTIENT

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APA: Copy

MCCOLL KENNEDY, J.R., & ANDERSON, R.. (2002). IMPACT OF LEADERSHIP STYLE AND EMOTIONS ON SUBORDINATE PERFORMANCE. THE LEADERSHIP QUARTERLY, 13(5), 545-559. SID. https://sid.ir/paper/594021/en

Vancouver: Copy

MCCOLL KENNEDY J.R., ANDERSON R.. IMPACT OF LEADERSHIP STYLE AND EMOTIONS ON SUBORDINATE PERFORMANCE. THE LEADERSHIP QUARTERLY[Internet]. 2002;13(5):545-559. Available from: https://sid.ir/paper/594021/en

IEEE: Copy

J.R. MCCOLL KENNEDY, and R. ANDERSON, “IMPACT OF LEADERSHIP STYLE AND EMOTIONS ON SUBORDINATE PERFORMANCE,” THE LEADERSHIP QUARTERLY, vol. 13, no. 5, pp. 545–559, 2002, [Online]. Available: https://sid.ir/paper/594021/en

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