GBM-7002 v1

Breevaart, K., & Bakker, A. B. (2018). Daily job demands and employee work engagement: The role of daily transformational leadership behavior. Journal of Occupational Health Psychology, 23(3), 338-349. doi:10.1037/ocp0000082
Using job demands-resources (JD-R) theory, this article explores a study that integrates the challenge stressor-hindrance stressor framework and leadership theory to investigate the relationship between daily transformational leadership behavior and employee work engagement.

Linuesa-Langreo, J., Ruiz-Palomino, P., & Elche-Hortelano, D. (2018). Integrating servant leadership into managerial strategy to build group social capital: The mediating role of group citizenship behavior. Journal of Business Ethics, 152(4), 899–916.
This article focuses on previous research by examining if servant leadership, which seeks to put followers’ interests and needs first, can account for social capital variance within the workgroup, the building block of organizations.

Menges, J. I., Kilduff, M., Kern, S., & Bruch, H. (2015). The awestruck effect: Followers suppress emotion expression in response to charismatic but not individually considerate leadership. The Leadership Quarterly, 26(Special Issue: Leadership and Emotions), 626-640.
This article focuses on two types of leadership that are commonly associated with transformational leadership, namely charismatic leadership, and individually considerate leadership.

Park, T., & Pierce, B. (2020). Impacts of transformational leadership on turnover intention of child welfare workers. Children and Youth Services Review, 108.
This article discusses leadership theories, organizational culture, and organizational commitment.

Tyre, T. A. (2018). Ethical leadership in the global marketplace. Global Education Journal, 2018(4), 83–96.
This article focuses on global businesses having strong organizational ethics leadership and programs.