MSOL-5000 v5

Klein, G., & Delegach, M. (2023). Charismatic Leadership Is Not One Size Fits All: The Moderation Effect of Intolerance to Uncertainty and Furlough Status During the COVID-19 Pandemic. Journal of Leadership & Organizational Studies, 30(3), 297–313. https://go.openathens.net/redirector/nu.edu?url=https%3A%2F%2Fjournals.sagepub.com%2Fdoi%2Ffull%2F10.1177%2F15480518231176231   
This study examines the effect of charismatic leadership on followers’ attitudinal, emotional, and well-being outcomes in a crisis setting. Combining leadership literature with Conservation of Resources and leader-follower distance theories, this study proposes that the effect of charismatic leadership on follower outcomes depends on the interplay between the follower's furlough status during the lockdown period and their Intolerance to Uncertainty (IU).

Michael E. Brown, Chenwei Li, Chia-Huei Wu, & Yuntao Dong. (2021). How a grateful leader trait can cultivate creative employees: A dual-level leadership process model. The Journal of Positive Psychology, 17, 389–399. https://go.openathens.net/redirector/nu.edu?url=https%3A%2F%2Fwww.tandfonline.com%2Fdoi%2Ffull%2F10.1080%2F17439760.2021.1871941  
This article attempts to answer the question “does trait gratitude shape leaders’ behavior and thus followers’ outcomes?”

Monehin, D., & Diers-Lawson, A. (2022). Pragmatic optimism, crisis leadership, and contingency theory: A view from the C-suite. Public Relations Review, 48(4). https://doi.org/10.1016/j.pubrev.2022.102224
In this article we engage in depth interviews with global corporate leaders responsible for managing employees in an average of 85 countries on their crisis leadership experience.