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NOTES

NOTES

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Part 1

1. Clothier, Bones Would Rain from the Sky, 49.

Chapter 1

1. Kahney, “Being Steve Jobs' Boss.”

2. Morrow, “Steve Jobs Oral History,” 12.

3. Jobs, Stanford University commencement address.

4. Kahney.

5. Kouzes and Posner, Leadership Challenge, 24–25.

6. Heifetz and Linsky, Leadership on the Line, 75.

7. Daniel Goleman's colleagues include Richard Boyatzis and Annie McKee. See, for example, Boyatzis and McGee, Resonant Leadership, 104.

8. See Goleman, Emotional Intelligence. Also see Goleman, Working with Emotional Intelligence.

9. Goleman and Boyatzis, “Social Intelligence,” 76.

10. Other leadership scholars also speak to the importance of relationships, for example, those studying team member exchange (see Tse, Dasborough, and Ashkanasy, “Multi-Level Analysis of Team Climate”), coworker member exchange (Sherony and Green, “Coworker Exchange”), toxic supervisor-subordinate relationships (Harris, Kacmar, and Zivnuska, “Investigation of Abusive Supervision”), dyadic relationships in groups (Moreland, “Are Dyads Really Groups”; Wu, Tsui, and Kinicki, “Consequences of Differentiated Leadership”), the nature and implications of a leader's relationship network (Balkundi and Kilduff, “The Ties That Lead”), and authenticity in relationships (Ilies, Morgeson, and Nahrgang, “Authentic Leadership and Eudaemonic Well-Being”). Still other leadership experts such as Ram Charan speak of relationships in terms of interactions and dialogue: “The primary instrument at (a leader's) disposal is the human interaction—the dialogues through which assumptions are challenged or go unchallenged, information is shared or not shared, disagreements are brought to the surface or papered over. Dialogue is the basic unit of work in organizations.” (Charan, “Conquering a Culture of Indecision,” 2). Even Warren Bennis, who believes ....On Becoming a Leader, 35). Despite all this interest in relationships, there is a relative paucity of research on relationships in the fields of leadership and organizational behavior. In a 2010 book (Nohria and Khurana, Handbook of Leadership Theory and Practice), Glynn and DeJordy's chapter says that only 18 percent of articles published in top organizational journals since their inception focus on the dyadic or relational aspects of leadership.


  

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