THE AMBIGUITY TOLERANCE INTERFACE: A MODIFIED SOCIAL COGNITIVE MODEL FOR LEADING UNDER UNCERTAINTY

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MICHAELS LANE; KARIN KLENKE

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Journal Paper

Paper Information

Journal: JOURNAL OF LEADERSHIP AND ORGANIZATIONAL STUDIES Year:2004 | Volume:10 | Issue:3 Page(s): 70-81

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Information Journal Paper

Title

THE AMBIGUITY TOLERANCE INTERFACE: A MODIFIED SOCIAL COGNITIVE MODEL FOR LEADING UNDER UNCERTAINTY

Author(s)

MICHAELS LANE | KARIN KLENKE | Issue Writer Certificate

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Abstract

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DELIBERATING THE TOLERANCE OF ORGANIZATIONAL LEADERSHIP BASED ON THE NAHJOLBALAGHAH VIEW POINT

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APA: Copy

MICHAELS, LANE, & KARIN, KLENKE. (2004). THE AMBIGUITY TOLERANCE INTERFACE: A MODIFIED SOCIAL COGNITIVE MODEL FOR LEADING UNDER UNCERTAINTY. JOURNAL OF LEADERSHIP AND ORGANIZATIONAL STUDIES, 10(3), 70-81. SID. https://sid.ir/paper/606467/en

Vancouver: Copy

MICHAELS LANE, KARIN KLENKE. THE AMBIGUITY TOLERANCE INTERFACE: A MODIFIED SOCIAL COGNITIVE MODEL FOR LEADING UNDER UNCERTAINTY. JOURNAL OF LEADERSHIP AND ORGANIZATIONAL STUDIES[Internet]. 2004;10(3):70-81. Available from: https://sid.ir/paper/606467/en

IEEE: Copy

LANE MICHAELS, and KLENKE KARIN, “THE AMBIGUITY TOLERANCE INTERFACE: A MODIFIED SOCIAL COGNITIVE MODEL FOR LEADING UNDER UNCERTAINTY,” JOURNAL OF LEADERSHIP AND ORGANIZATIONAL STUDIES, vol. 10, no. 3, pp. 70–81, 2004, [Online]. Available: https://sid.ir/paper/606467/en

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