References
- Alimo-Metcalfe, B. 1995. “An Investigation of Female and Male Constructs of Leadership and Empowerment.” Women in Management Review 10: 3–8. doi:10.1108/09649429510146901.
- Andrews, R., and G. A. Boyne. 2010. “Capacity, Leadership, and Organizational Performance: Testing the Black Box Model of Public Management.” Public Administration Review 70: 443–454. doi:10.1111/j.1540-6210.2010.02158.x.
- Atchison, A., and I. Down. 2009. “Women Cabinet Ministers and Female‐friendly Social Policy.” Poverty & Public Policy 1: 1–23. doi:10.2202/1944-2858.1007.
- Bass, B. M. 1985. Leadership and Performance beyond Expectations. New York: Free Press.
- Bass, B. M., B. J. Avolio, D. I. Jung, and Y. Berson. 2003. “Predicting Unit Performance by Assessing Transformational and Transactional Leadership.” Journal of Applied Psychology 88: 207–218. doi:10.1037/0021-9010.88.2.207.
- Bass, B. M., B. J. Avolio, and L. Atwater. 1996. “The Transformational and Transactional Leadership of Men and Women.” Applied Psychology 45: 5–34. doi:10.1111/j.1464-0597.1996.tb00847.x.
- Bass, B. M., and R. E. Riggio. 2006. Transformational Leadership. Mahwah, NJ: Lawrence Erlbaum.
- Bellé, N. 2014. “Leading to Make A Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation.” Journal of Public Administration Research and Theory 24: 109–136. doi:10.1093/jopart/mut033.
- Blair, G., and K. Imai. 2012. “Statistical Analysis of List Experiments.” Political Analysis 20: 47–77. doi:10.1093/pan/mpr048.
- Blair, G., W. Chou, and K. Imai. 2019. “List Experiments with Measurement Error.” Political Analysis 27: 455–480. doi:10.1017/pan.2018.56.
- Bligh, M. C. 2011. “Followership and Follower-centered Approaches.” In The Sage Handbook of Leadership, edited by A. Bryman, D. Collinson, K. Grint, M. Uhl-Bien, and B. Jackson, 425–436. London: SAGE.
- Bligh, M. C., J. C. Kohles, C. L. Pearce, J. E. Justin, and J. F. Stovall. 2007. “When the Romance Is Over: Follower Perspectives of Aversive Leadership.” Applied Psychology 56: 528–557. doi:10.1111/j.1464-0597.2007.00303.x.
- Burns, J. M. 1978. Leadership. New York: Harper & Row.
- Bycio, P., R. D. Hackett, and J. S. Allen. 1995. “Further Assessments of Bass’s (1985) Conceptualization of Transactional and Transformational Leadership.” Journal of Applied Psychology 80: 468–478. doi:10.1037/0021-9010.80.4.468.
- Carli, L. L., and A. H. Eagly. 2011. “Gender and Leadership.” In The Sage Handbook of Leadership, edited by A. Bryman, D. Collinson, K. Grint, M. Uhl-Bien, and B. Jackson, 103–117. London: SAGE.
- Collins, B. J., C. J. Burrus, and R. D. Meyer. 2014. “Gender Differences in the Impact of Leadership Styles on Subordinate Embeddedness and Job Satisfaction.” The Leadership Quarterly 25: 660–671. doi:10.1016/j.leaqua.2014.02.003.
- Collinson, D. L. 2005. “Dialectics of Leadership.” Human Relations 58: 1419–1442. doi:10.1177/0018726705060902.
- Corstange, D. 2009. “Sensitive Questions, Truthful Answers? Modeling the List Experiment with LISTIT.” Political Analysis 17: 45–63. doi:10.1093/pan/mpn013.
- Dvir, T., D. Eden, B. J. Avolio, and B. Shamir. 2002. “Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment.” Academy of Management Journal 45: 735–744.
- Eagly, A. H., and L. L. Carli. 2007. Through the Labyrinth: The Truth about How Women Become Leaders. Cambridge, MA: Harvard Business School Press.
- Eagly, A. H., M. C. Johannesen-Schmidt, and M. L. van Engen. 2003. “Transformational, Transactional, and Laissez-faire Leadership Styles: A Meta-analysis Comparing Women and Men.” Psychological Bulletin 129: 569–591. doi:10.1037/0033-2909.129.4.569.
- Eagly, A. H., and M. E. Heilman. 2016. “Gender and Leadership: Introduction to the Special Issue.” The Leadership Quarterly 3: 349–353. doi:10.1016/j.leaqua.2016.04.002.
- Eagly, A. H., S. J. Karau, and M. G. Makhijani. 1995. “Gender and the Effectiveness of Leaders: A Meta-analysis.” Psychological Bulletin 117: 125–145. doi:10.1037/0033-2909.117.1.125.
- Felfe, J., and B. Schyns. 2006. “Personality and the Perception of Transformational Leadership: The Impact of Extraversion, Neuroticism, Personal Need for Structure, and Occupational Self‐efficacy.” Journal of Applied Social Psychology 36: 708–739. doi:10.1111/jasp.2006.36.issue-3.
- Fernandez, S. 2005. “Developing and Testing an Integrative Model of Public Sector Leadership: Evidence from Public Education Arena.” Journal of Public Administration Research and Theory 15: 197–217. doi:10.1093/jopart/mui014.
- George, B., S. Van de Walle, and G. Hammerschmid. 2019. “Institutions or Contingencies? A Cross‐Country Analysis of Management Tool Use by Public Sector Executives.” Public Administration Review 79: 330–342. doi:10.1111/puar.2019.79.issue-3.
- Gill, J., and K. J. Meier. 2001. “Ralph’s Pretty‐good Grocery versus Ralph’s Super Market: Separating Excellent Agencies from the Good Ones.” Public Administration Review 61: 9–17. doi:10.1111/0033-3352.00002.
- Goldberg, C. B., C. Riordan, and B. S. Schaffer. 2010. “Does Social Identity Theory Underlie Relational Demography? A Test of the Moderating Effects of Self-continuity and Status-enhancement on Similarity Effects.” Human Relations 63: 903–926. doi:10.1177/0018726709347158.
- Goldberg, C. B., C. Riordan, and L. Zhang. 2008. “Relational Demography and Leadership Perceptions: Is Similar Always Better?” Group and Organization Management 33: 330–355. doi:10.1177/1059601108318232.
- Grant, A. M. 2012. “Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership.” Academy of Management Journal 55: 458–476. doi:10.5465/amj.2010.0588.
- Grissom, J. A., J. Nicholson-Crotty, and L. Keiser. 2012. “Does My Boss’s Gender Matter? Explaining Job Satisfaction and Employee Turnover in the Public Sector.” Journal of Public Administration Research and Theory 22: 649–673. doi:10.1093/jopart/mus004.
- Hassan, S., and D. M. Hatmaker. 2015. “Leadership and Performance of Public Employees: Effects of the Quality and Characteristics of Manager-employee Relationships.” Journal of Public Administration Research and Theory 25: 1127–1155. doi:10.1093/jopart/muu002.
- Hogg, M. A. 2001. “A Social Identity Theory of Leadership.” Personality and Social Psychology Review 5: 184–200. doi:10.1207/S15327957PSPR0503_1.
- Hogg, M. A., and D. I. Terry. 2000. “Social Identity and Self-categorization Processes in Organizational Contexts.” Academy of Management Review 25: 121–140. doi:10.5465/amr.2000.2791606.
- Hunter, S. T., K. E. Bedell-Avers, and M. D. Mumford. 2007. “The Typical Leadership Study: Assumptions, Implications, and Potential Remedies.” The Leadership Quarterly 18: 435–446. doi:10.1016/j.leaqua.2007.07.001.
- Imai, K. 2011. “Multivariate Regression Analysis for the Item Count Technique.” Journal of the American Statistical Association 106: 407–416. doi:10.1198/jasa.2011.ap10415.
- Ingraham, P. W. 2001. Linking Leadership to Performance in Public Organizations. Paris: Organization for Economic Co-Operation and Development.
- Ingraham, P. W., J. E. Sowa, and D. P. Moynihan. 2004. “Linking Dimensions of Public Sector Leadership to Performance.” In The Art of Governance: Analyzing Management and Administration, edited by P. W. Ingraham and L. E. Lynn Jr., 152–170. Washington, DC: Georgetown University Press.
- Jacobsen, C. B., and L. B. Andersen. 2017. “Leading Public Service Organizations: How to Obtain High Employee Self-efficacy and Organizational Performance.” Public Management Review 19: 253–273. doi:10.1080/14719037.2016.1153705.
- Jensen, U. T., L. B. Andersen, L. L. Bro, A. Bøllingtoft, T. L. M. Eriksen, A.-L. Holten, C. Bøtcher Jacobsen, et al. 2019. “Conceptualizing and Measuring Transformational and Transactional Leadership.” Administration & Society 51: 3–33. https://doi.org/10.1177/0095399716667157.
- Keiser, L., V. M. Wilkins, K. J. Meier, and C. A. Holland. 2002. “Lipstick and Logarithms: Gender, Institutional Context, and Representative Bureaucracy.” American Political Science Review 96: 553–564. doi:10.1017/S0003055402000321.
- Kim, M. Y., and S. M. Park. 2017. “Antecedents and Outcomes of Acceptance of Performance Appraisal System in Korean Non-profit Organizations.” Public Management Review 19: 479–500. doi:10.1080/14719037.2016.1195436.
- Lee, D. S. 2018. “Portfolio Allocation as the President’s Calculations: Loyalty, Copartisanship, and Political Context in South Korea.” Journal of East Asian Studies 18: 345–365. doi:10.1017/jea.2018.16.
- Lee, D. S. 2020. “Executive Control of Bureaucracy and Presidential Cabinet Appointments in East Asian Democracies.” Regulation & Governance 14: 82–101. doi:10.1111/rego.12190.
- Lee, D. S., and P. Schuler. 2019. “Testing the “China Model” of Meritocratic Promotions: Do Democracies Reward Less Competent Ministers than Autocracies?” Comparative Political Studies. doi:10.1177/0010414019858962.
- Lee, D. S., and S. Park. 2018. “Democratization and Women’s Representation in Presidential Cabinets.” Asian Journal of Political Science 26: 161–180. doi:10.1080/02185377.2018.1476257.
- Lee, D. S., and S. Park. forthcoming. “Ministerial Leadership and Endorsement of Bureaucrats: Evidence from a Survey Experiment in Presidential Governments.” Public Administration Review.
- Lemoine, G. J., I. Aggarwal, and L. B. Steed. 2016. “When Women Emerge as Leaders: Effects of Extraversion and Gender Composition in Groups.” The Leadership Quarterly 27: 470–486. doi:10.1016/j.leaqua.2015.12.008.
- Lowe, K. B., K. Galen Kroeck, and N. Sivasubramaniam. 1996. “Effectiveness Correlates of Transformational and Transactional Leadership: A Meta-analytic Review of the MLQ Literature.” Leadership Quarterly 7: 385–425. doi:10.1016/S1048-9843(96)90027-2.
- Luu, T. T. 2019. “Service-oriented High-performance Work Systems and Service-oriented Behaviours in Public Organizations: The Mediating Role of Work Engagement.” Public Management Review 21: 789–816. doi:10.1080/14719037.2018.1526314.
- Lyness, K. S., and D. E. Thompson. 2000. “Climbing the Corporate Ladder: Do Female and Male Executives Follow the Same Route?” Journal of Applied Psychology 85: 86–101. doi:10.1037/0021-9010.85.1.86.
- Mary, N. L. 2005. “Transformational Leadership in Human Service Organizations.” Administration in Social Work 29: 105–118. doi:10.1300/J147v29n02_07.
- Meier, K. J., and J. Nicholson-Crotty. 2006. “Gender, Representative Bureaucracy, and Law Enforcement: The Case of Sexual Assault.” Public Administration Review 66: 850–860. doi:10.1111/j.1540-6210.2006.00653.x.
- Meier, K. J., and L. J. O’Toole Jr. 2002. “Public Management and Organizational Performance: The Effect of Managerial Quality.” Journal of Policy Analysis and Management 21: 629–643. doi:10.1002/pam.10078.
- Meindl, J. R. 1993. “Reinventing Leadership: A Radical, Social Psychological Approach.” In Social Psychology in Organizations: Advances in Theory and Research, edited by J. K. Murnighan, 89–118. Englewood Cliffs, NJ: Prentice Hall.
- Meindl, J. R. 1995. “The Romance of Leadership as A Follower-centric Theory: A Social Constructionist Approach.” The Leadership Quarterly 6: 329–341. doi:10.1016/1048-9843(95)90012-8.
- Meng, T., J. Pan, and P. Yang. 2017. “Conditional Receptivity to Citizen Participation: Evidence from a Survey Experiment in China.” Comparative Political Studies 50: 399–433. doi:10.1177/0010414014556212.
- Moynihan, D. P., and P. W. Ingraham. 2003. “Look for the Silver Lining: Managing for Results in State Government.” Journal of Public Administration Research and Theory 13: 469–490. doi:10.1093/jopart/mug032.
- Moynihan, D. P., and P. W. Ingraham. 2004. “Integrative Leadership in the Public Sector: A Model of Performance-information Use.” Administration & Society 36: 427–453. doi:10.1177/0095399704266748.
- Moynihan, D. P., S. K. Pandey, and B. E. Wright. 2012. “Setting the Table: How Transformational Leadership Fosters Performance Information Use.” Journal of Public Administration Research and Theory 22: 143–164. doi:10.1093/jopart/mur024.
- O’Toole, L. J., Jr., and K. J. Meier. 2015. “Public Management, Context, and Performance: In Quest of a More General Theory.” Journal of Public Administration Research and Theory 25: 237–256. doi:10.1093/jopart/muu011.
- Paarlberg, L. E., and B. Lavigna. 2010. “Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance.” Public Administration Review 70: 710–718. doi:10.1111/j.1540-6210.2010.02199.x.
- Park, S., and J. Liang. 2019. “A Comparative Study of Gender Representation and Social Outcomes: The Effect of Political and Bureaucratic Representation.” doi: 10.1111/puar.13092.
- Park, S. M., and H. G. Rainey. 2008. “Leadership and Public Service Motivation in U.S. Federal Agencies.” International Public Management Journal 11: 109–142. doi:10.1080/10967490801887954.
- Rainey, H. G. 2009. Understanding and Managing Public Organizations. San Francisco, CA: John Wiley & Sons.
- Randel, A. 2002. “Identity Salience: a Moderator of the Relationship between Group Gender Composition and Work Group Conflict.” Journal of Organizational Behavior 23: 749–766. doi: 10.1002/(ISSN)1099-1379.
- Riggio, R. E., I. Chaleff, and J. Lipman-Blumen, eds. 2008. The Art of Followership: How Great Followers Create Great Leaders and Organizations. San Francisco, CA: Jossey-Bass.
- Rowold, J., and A. Rohmann. 2009. “Transformational and Transactional Leadership Styles, Followers’ Positive and Negative Emotions, and Performance in German Nonprofit Orchestras.” Nonprofit Management & Leadership 20: 41–59. doi:10.1002/nml.v20:1.
- Schneider, B. 1998. “There IS Some There There.” In Leadership: The Multiple-level approaches—Part B: Contemporary and Alternative, edited by F. Dansereau and F. J. Yammarino, 311–319. Stamford, CT: JAI Press.
- Schyns, B., and K. Sanders. 2007. “In the Eyes of the Beholder: Personality and the Perception of Leadership.” Journal of Applied Social Psychology 37: 2345–2363. doi:10.1111/jasp.2007.37.issue-10.
- Schyns, B., and M. C. Bligh. 2007. “Introduction to the Special Issue on the Romance of leadership—In Memory of James R. Meindl.” Applied Psychology 56: 501–504. doi:10.1111/j.1464-0597.2007.00301.x.
- Shamir, B., E. Zakay, E. Breinin, and M. Popper. 1998. “Correlates of Charismatic Leader Behavior in Military Units: Subordinates’ Attitudes, Unit Characteristics, and Superiors’ Appraisals of Leader Performance.” Academy of Management Journal 41: 387–409.
- Shamir, B., R. Pillai, M. C. Bligh, and M. Uhl-Bien, eds.. 2007. Follower-centered Perspectives on Leadership: A Tribute to the Memory of James R. Meindl. Greenwich, CT: Information Age Publishing.
- Sosik, J. J., B. J. Avolio, and S. S. Kahai. 1997. “Effects of Leadership Style and Anonymity on Group Potency and Effectiveness in a Group Decision Support System Environment.” Journal of Applied Psychology 82: 89–103. doi:10.1037/0021-9010.82.1.89.
- Stoker, J. I., M. Van der Velde, and J. Lammers. 2012. “Factors Relating to Managerial Stereotypes: The Role of Gender of the Employee and the Manager and Management Gender Ratio.” Journal of Business and Psychology 27: 31–42. doi:10.1007/s10869-011-9210-0.
- Trottier, T., M. van Wart, and X. Wang. 2008. “Examining the Nature and Significance of Leadership in Government Organizations.” Public Administration Review 68: 319–333. doi:10.1111/puar.2008.68.issue-2.
- True, J., and M. Mintrom. 2001. “Transnational Networks and Policy Diffusion: The Case of Gender Mainstreaming.” International Studies Quarterly 45: 27–57. doi:10.1111/isqu.2001.45.issue-1.
- Uhl-Bien, M., and R. Pillai. 2007. “The Romance of Leadership and the Social Construction of Followership.” In Follower-centered Perspectives on Leadership: A Tribute to the Memory of James R. Meindl, edited by B. Shamir, R. Pillai, M. C. Bligh, and M. Uhl-Bien, 187–210. Greenwich, CT: Information Age Publishing.
- Ulrich, D., J. Zenger, and N. Smallwood. 1999. Results-based Leadership: How Leaders Build the Business and Improve the Bottom Line. Boston, MA: Harvard Business School Press.
- van Engen, M. L., and T. M. Willemsen. 2004. “Sex and Leadership Styles: A Meta-analysis of Research Published in the 1990s.” Psychological Reports 94: 3–18. doi:10.2466/pr0.94.1.3-18.
- van Knippenberg, D., B. Van Knippenberg, D. de Cremer, and M. A. Hogg. 2004. “Leadership, Self, and Identity: A Review and Research Agenda.” The Leadership Quarterly 15: 825–856. doi:10.1016/j.leaqua.2004.09.002.
- van Wart, M. 2003. “Public Sector Leadership Theory: An Assessment.” Public Administration Review 63: 214–228. doi:10.1111/1540-6210.00281.
- van Wart, M. 2013. “Administrative Leadership Theory: A Reassessment after 10 Years.” Public Administration 91: 521–543.
- Vigoda-Gadot, E., and I. Beeri. 2012. “Change-oriented Organizational Citizenship Behavior in Public Administration: The Power of Leadership and the Cost of Organizational Politics.” Journal of Public Administration Research and Theory 22: 573–596. doi:10.1093/jopart/mur036.
- Vogel, R., and D. Masal. 2015. “Public Leadership: A Review of the Literature and Framework for Future Research.” Public Management Review 17: 1165–1189. doi:10.1080/14719037.2014.895031.
- Waldman, D. A., G. G. Ramirez, R. J. House, and P. Puranam. 2001. “Does Leadership Matter? CEO Leadership Attributes and Profitability under Conditions of Perceived Environmental Uncertainty.” Academy of Management Journal 44: 134–160.
- Watson, D., B. Hubbard, and D. Wiese. 2000. “Self–other Agreement in Personality and Affectivity: The Role of Acquaintanceship, Trait Visibility, and Assumed Similarity.” Journal of Personality and Social Psychology 78: 546–558. doi:10.1037/0022-3514.78.3.546.
- Wilkins, V. M., and L. R. Keiser. 2006. “Linking Passive and Active Representation by Gender: The Case of Child Support Agencies.” Journal of Public Administration Research and Theory 16: 87–102. doi:10.1093/jopart/mui023.
- Wright, B. E., and S. K. Pandey. 2010. “Transformational Leadership in the Public Sector: Does Structure Matter?” Journal of Public Administration Research and Theory 20: 75–89. doi:10.1093/jopart/mup003.
- Yukl, G. R. 2008. “How Leaders Influence Organizational Effectiveness.” The Leadership Quarterly 19: 708–722. doi:10.1016/j.leaqua.2008.09.008.