3c+Organizational+Behavior,+Development,+and+Culture

toc =3c Organizational Behavior, Development, and Culture=

**Competency Definitions**

 * Leadership Definition: Leadership understands personal, group, and intergroup behaviors, and how they impact organizational history, needs, and goals.
 * Your adapted definition here

**Best Databases**
([|Andrews University Library Databases Start Page]: //Always start here so you have full access to the articles.//) These references need cleaning to APA format. Then they can be added below. Mostly capitalization and italicization issues.
 * Academic Search Complete
 * Article First
 * ProQuest
 * WebPAC Pro
 * Alas, R., Tafel, K. l., & Tuulik, K. (2007). Leadership Style During Transition in Society: Case of Estonia. Problems & Perspectives in Management(1), 50-60.
 * Beck, N., BrÜDerl, J., & Woywode, M. (2008). MOMENTUM OR DECELERATION? THEORETICAL AND METHODOLOGICAL REFLECTIONS ON THE ANALYSIS OF ORGANIZATIONAL CHANGE. Academy of Management Journal, 51(3), 413-435.
 * Bohnet, I., & Huck, S. (2004). Repetition and Reputation: Implications for Trust and Trustworthiness When Institutions Change. American Economic Review, 94(2), 362-366.
 * Bottomley, J., Spratt, C., & Rice, M. (1999). Strategies for Effecting Strategic Organisational Change in TeachingPractices: Case Studies at Deakin University. Interactive Learning Environments, 7(2/3), 227.
 * Bright, D. S. (2009). Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Times. OD Practitioner, 41(3), 2-7.
 * Bunker, K. A., & Wakefield, M. (2005). CHAPTER 1: BUILDING TRUST IN EXTRAORDINARY TIMES Leading with Authenticity in Times of Transition (pp. 5-25): Center for Creative Leadership.
 * Bunker, K. A., & Wakefield, M. (2005). CHAPTER 3: SENSE OF URGENCY VERSUS REALISTIC PATIENCE Leading with Authenticity in Times of Transition (pp. 35-41): Center for Creative Leadership.
 * Burnes, B., & James, H. (1995). Culture, cognitive dissonance and the management of change. International Journal of Operations & Production Management, 15(8), 14-33.
 * Caldwell, R. (2003). Models of Change Agency: a Fourfold Classification. British Journal of Management, 14(2), 131-142.
 * Caldwell, S. D. (2007). Organizational Change. In S. Rosenberg (Ed.), Encyclopedia of Industrial and Organizational Psychology (Vol. 2, pp. 950). Thousand Oaks, CA: Sage.
 * Carroll, J. S., & Hatakenaka, S. (2001). Driving Organizational Change in the Midst of Crisis. MIT Sloan Management Review, 42(3), 70-79.
 * Carter, E. (2008). Successful Change Requires More Than Change Management. Journal for Quality & Participation, 31(1), 20-23.
 * Cibulka, J. G. (2009). Declining Support for Higher-Education Leadership Preparation Programs: An Analysis. [Article]. PJE. Peabody Journal of Education, 84(3), 453-466. doi: 10.1080/01619560902973654
 * Clark, M. C., & Payne, R. L. (2006). Character-Based Determinants of Trust in Leaders. Risk Analysis: An International Journal, 26(5), 1161-1173.
 * Conger, J. A., Spreitzer, G. M., & Lawler, E. E. (1999). The leader's change handbook: an essential guide to setting direction and taking action. San Francisco, CA: Jossey-Bass.
 * Cooper, D. (2004). Organisational Change: from Public to Private Sector A UK based reflective Case Study. Journal of American Academy of Business, Cambridge, 5(1/2), 474-480.
 * Covington, J. (2002). Eight Steps to Sustainable Change. Industrial Management, 44(6), 8.
 * D'Aunno, T., Succi, M., Alexander, J. (2000). The role of institutional and market forces in divergent organizational change. Administrative Science Quarterly, 45, 679-703.
 * Darling, J. R., & Beebe, S. A. (2007). Effective Entrepreneurial Communication in Organization Development: Achieving Excellence Based on Leadership Strategies and Values. Organization Development Journal, 25(1), 76-93.
 * Darling, J. R., & Beebe, S. A. (2007). Effective Entrepreneurial Communication in Organization Development: Achieving Excellence Based on Leadership Strategies and Values. Organization Development Journal, 25(1), 76-93.
 * Devos, G., Buelens, M., & Bouckenooghe, D. (2007). Contribution of Content, Context, and Process to Understanding Openness to Organizational Change: Two Experimental Simulation Studies. Journal of Social Psychology, 147(6), 607-630.
 * Drickhamer, D. (2004). Talking The Walk. Industry Week/IW, 253(9), 76-76.
 * Eisenmann, J. L., Smith, J. D., & United States. Environmental Protection Agency. Office of Research and Development. (1973). Selective nutrient removal from secondary effluent. Washington: For sale by the Supt. of Docs., U.S. Govt. Print. Off.
 * Elsey, B., & Leung, S.-K. (2004). The Role of the International Manager in Facilitating Organizational Change through Workplace Learning with Chinese Employees. Journal of General Management, 29(3), 53-75.
 * Farrell, M. A. (2003). The effect of downsizing on market orientation: the mediating roles of trust and commitment. Journal of Strategic Marketing, 11(1), 55.
 * Fullan, M. (1993). Change forces: probing the depth of educational reform. London; New York, NY: Falmer Press.
 * Garg, R. K., & Jain, S. (2008). Impact of Change Management on Competitiveness: A Study of Small Scale Industry in Punjab. Global Journal of Flexible Systems Management, 9(2/3), 55-60.
 * Goldberg, B. (1992). MANAGE CHANGE--Not The Chaos Caused By Change. Management Review, 81(11), 39.
 * Grobman, G. M. (2005). COMPLEXITY THEORY: A NEW WAY TO LOOK AT ORGANIZATIONAL CHANGE. Public Administration Quarterly, 29(3/4), 351-384.
 * Hamlin, B., & Reidy, M. (1997). Effecting change in management culture. Strategic Change, 6(8), 435-450.
 * Harris, K., Kacmar, K. . (2006). Too much of a good thing: The curvilinear effect of leader-member exchange on stress. The Journal of Social Psychology, 146(1), 65-84.
 * Harwood, I., & Ashleigh, M. (2005). The impact of trust and confidentiality on strategic organizational change programmes: a case study of post-acquisition integration. Strategic Change, 14(2), 63-75.
 * Hattori, R. A., & Lapidus, T. (2004). Collaboration, trust and innovative change. Journal of Change Management, 4(2), 97-104.
 * Hoe, S. L. (2007). Is interpersonal trust a necessary condition for organisational learning? Journal of Organisational Transformation & Social Change, 4(2), 149-156.
 * Holmes, C. (2006). Building a Great Organization from Within. Nonprofit World, 24(5), 14-15.
 * Holt, D. T., Dorey, E. L., Bailey, L. C., & Low, B. R. (2009). Recovering When a Change Initiative Stalls. OD Practitioner, 41(1), 20-24.
 * Jambhekar, V. S., & Weeks, S. D. (2008). Change Management During FEED - an Owner's Case Study. AACE International Transactions, 1-11.
 * Jeton, A. E., Dettinger, M. D., Smith, J. L., & Geological Survey (U.S.). (1996). Potential effects of climate change on streamflow, eastern and western slopes of the Sierra Nevada, California and Nevada. Sacramento, Calif.
 * Denver, CO: U.S. Dept. of the Interior
 * Earth Science Information Center, Open-File Reports Section [distributor].
 * Kafka, J. (2009). The Principalship in Historical Perspective. [Article]. PJE. Peabody Journal of Education, 84(3), 318-330. doi: 10.1080/01619560902973506
 * Karten, N. (2008). Managing the Mess of Change. Computerworld, 42(21), 34-34.
 * Kerber, K., & Buono, A. F. (2005). RETHINKING ORGANIZATIONAL CHANGE: Reframing the Challenge of Change Management. Organization Development Journal, 23(3), 23-38.
 * Kezar, A., Eckel, P. (2002). The effect of institutional culture on change strategies in higher education: Universal principles or culturally responsive concepts? The Journal of Higher Education, 73(4), 435-460.
 * Kiefer, T. (2005). Feeling bad: antecedents and consequences of negative emotions in ongoing change. Journal of Organizational Behavior, 26(8), 875-897.
 * Kochikar, V. P., & Ravindra, M. P. (2007). Developing the Capability to Be Agile. Organization Development Journal, 25(4), P127-P134.
 * Kotter, J. P., & Schlesinger, L. A. (2008). Choosing Strategies for Change. Harvard Business Review, 86(7/8), 130-139.
 * Kraatz, M., Zajac, E. (1996). Exploring the limites of the new institutionalism: The causes and consequences of illegitimate organizational change. American Sociological Review, 61, 812-836.
 * Kuhl, S., Schnelle, T., & Tillmann, F.-j. (2005). Lateral leadership: An organizational approach to change. Journal of Change Management, 5(2), 177-189.
 * Lee, G., & Teo, A. (2005). Organizational Restructuring: Impact on Trust and Work Satisfaction. Asia Pacific Journal of Management, 22(1), 23-39.
 * Li, A. (2009). The role of HR: Change Mentorship. Industrial Management, 51(1), 26-30.
 * Lines, R., Selart, M., Espedal, B., & Johansen, S. (2005). The production of trust during organizational change. Journal of Change Management, 5(2), 221-245.
 * Lo, S., & Aryee, S. (2003). Psychological Contract Breach in a Chinese Context: An Integrative Approach. Journal of Management Studies, 40(4), 1005-1020.
 * Maier, F., & Brandl, J. (2008). They're Natural and Everywhere: How Evaluative Practices Permeate the Organization. [Article]. Business Research, 1(1), 78-92.
 * Mathews, J. (2009). Models of Change Management: A Reanalysis. ICFAI Journal of Business Strategy, 6(2), 7-17.
 * McLain, D., Hackman, K. (1999). Trust, risk, and decision-making in organizational change. Public Administration Quarterly, 23(2), 152-176.
 * Miller, M. G., Fitzgerald, S. P., Preston, J. C., & Murrell, K. L. (2002). THE EFFICACY OF APPRECIATIVE INQUIRY IN BUILDING RELATIONAL CAPITAL IN A TRANSCULTURAL STRATEGIC ALLIANCE. Academy of Management Proceedings, E1-E6.
 * Morgan, D. E., & Zeffane, R. (2003). Employee involvement, organizational change and trust in management. International Journal of Human Resource Management, 14(1), 55-75.
 * Morgan, R. E., & Page, K. (2008). Managing business transformation to deliver strategic agility. Strategic Change, 17(5/6), 155-168.
 * Münner, M. G. (2007). Personal transformation as a leverage for organizational transformation. The TEA Program as a facilitator of cultural change management. Organization Development Journal, 25(4), P49-P54.
 * Neves, P., & Caetano, A. n. (2006). Social Exchange Processes in Organizational Change: The Roles of Trust and Control. Journal of Change Management, 6(4), 351-364.
 * Owen, P., Demb, A. (2004). Change dynamics and leadership in technology implementation. The Journal of Higher Education, 75(6), 636-666.
 * Pate, J., Martin, G., & Staines, H. (2000). Exploring the relationship between psychological contracts and organizational change: a process model and case study evidence. Strategic Change, 9(8), 481-493.
 * Pettigrew, A., Woodman, R., Cameron, K. (2001). Studying organizational change and development: Challenges for future research Academy of Management Journal, 44(4), 697-713.
 * Phillips, J. R. (1983). Enhancing the Effectiveness of Organizational Change Management. Human Resource Management, 22(1/2), 183-199.
 * Piccolo, R. F., Bardes, M., Mayer, D. M., & Judge, T. A. (2008). Does high quality leader-member exchange accentuate the effects of organizational justice? European Journal of Work & Organizational Psychology, 17(2), 273-298.
 * Quinn, R. E. (2000). Change the world: how ordinary people can achieve extraordinary results. San Francisco, CA: Jossey Bass Publishers.
 * Robertson, A., & Smith, B. (1999). Teaching in the 21st century : adapting writing pedagogies to the college curriculum. New York: Falmer Press.
 * Roe, K. (2009). Infusing Public Health Education into the Undergraduate Curriculum: The Experience of a Comprehensive University. Peer Review, 11(3), 19.
 * Rosenfield, S. A., & Gravois, T. A. (1996). Instructional consultation teams: collaborating for change. New York, NY: Guilford Press.
 * Rouse, W. B. (1993). Catalysts for change: concepts and principles for enabling innovation. New York, NY: Wiley.
 * Schiuma, G., Lerro, A., & Sanitate, D. (2008). THE INTELLECTUAL CAPITAL DIMENSIONS OF DUCATI'S TURNAROUND:: EXPLORING KNOWLEDGE ASSETS GROUNDING A CHANGE MANAGEMENT PROGRAM. International Journal of Innovation Management, 12(2), 161-193.
 * Schmieder, R. A. (2007). Resistance to Organizational Change. In S. G. Rogelberg (Ed.), Encyclopedia of industrial and organizational psychology (Vol. 2, pp. 950). Thousand Oaks, CA: Sage.
 * Scott, B. (2007). Facilitating organisational change: Some sociocybernetic principles. Journal of Organisational Transformation & Social Change, 4(1), 13-24.
 * Sergiovanni, T. (1994). Organizations or communities? Changing the metaphor changes the theory. Educational Administration Quarterly, 30(2), 214-226.
 * Sharma, R. (2008). Celebrating Change: The New Paradigm of Organizational Development. ICFAI Journal of Soft Skills, 2(3), 23-28.
 * Shipps, D., & White, M. (2009). A New Politics of the Principalship? Accountability-Driven Change in New York City. [Article]. PJE. Peabody Journal of Education, 84(3), 350-373. doi: 10.1080/01619560902973563
 * Sidle, S. D. (2003). Best Laid Plans: Establishing Fairness Early Can Help Smooth Organizational Change. Academy of Management Executive, 17(1), 127-128.
 * Singh, J. (2006). Employee Disempowerment In a Small Firm (SME): Implications for Organizational Social Capital. Organization Development Journal, 24(1), 76-86.
 * Skinner, D. (2005). Trust in a changing world. Strategic Change, 14(2), 59-61.
 * Smid, G., Bijlsma-Frankema, K., Derksen, H., & Bernaert, G. (2005). e-Innovation and trust dynamics. Strategic Change, 14(2), 93-106.
 * Smith, A. D. (1976). Social change : social theory and historical processes. London ; New York: Longman.
 * Smith, B. S., Virginia Beach (Va.). Dept. of Public Utilities., & Geological Survey (U.S.). (2005). Simulated changes in water levels caused by potential changes in pumping from shallow aquifers of Virginia Beach, Virginia Scientific investigations report 2005-5067. (pp. v, 25 p.). Retrieved from []
 * Smith, D. M. (1982). Living under apartheid : aspects of urbanization and social change in South Africa. London ; Boston: Allen & Unwin.
 * Smith, G. A. (1992). Education and the environment : learning to live with limits. Albany: State University of New York Press.
 * Smith, G. A., Mojave Water Agency (Calif.), & Geological Survey (U.S.). (2003). Regional water table (2000) and ground-water-level changes in the Mojave River and the Morongo ground-water basins, southwestern Mojave Desert, California Water-resources investigations report 02-4277. Retrieved from []
 * []
 * []
 * Smith, G. A., Pimentel, M. I., Mojave Water Agency (Calif.), & Geological Survey (U.S.). (2000). Regional water table (1998) and ground-water-level changes in the Mojave River and the Morongo ground-water basins, San Bernardino County, California. Sacramento, Calif.
 * Denver, CO: U.S. Dept. of the Interior
 * Information Services [distributor].
 * Smith, G. A., Stamos, C. L., Predmore, S. K., Mojave Water Agency (Calif.), & Geological Survey (U.S.). (2004). Regional water table (2002) and water-level changes in the Mojave River and the Morongo ground-water basins, southwestern Mojave Desert, California Scientific investigations report 2004-5081. (pp. vi, 10 p.). Retrieved from []
 * Smith, G. E., Deinstadt, J. M., Knutson, A. C., & California. Dept. of Fish and Game. (1999). Changes in a wild trout fishery following chemical treatment and fish barrier construction on lower Hat Creek, California : 1968-1973. [Sacramento?]: State of California, The Resources Agency, Dept. of Fish and Game.
 * Smith, H., Harman, S., Hedrick Smith Productions., & Films for the Humanities (Firm). (1998). Betting on the workers Harman International. Managing corporate change. [videorecording :]. Princeton, N.J.: Films for the Humanities & Sciences,.
 * Smith, H., Sappington, D., Hedrick Smith Productions., & Films for the Humanities (Firm). (1998). Restoring quality Hathaway shirts. Managing corporate change. [videorecording :]. Princeton, N.J.: [distributed by] Films for the Humanities & Sciences,.
 * Smith, H. Y., Arno, S. F., Rocky Mountain Research Station--Ogden., & United States. Forest Service. (1999). Eighty-eight years of change in a managed ponderosa pine forest. Ogden, UT (324 25th Street, Ogden 84401): U.S. Dept. Agriculture, Forest Service, Rocky Mountain Research Station.
 * Smith, J., Granada Television International., & Films for the Humanities (Firm). (1985). Evolution: the origins of change. Ffh 813. [videorecording]. Princeton, N. J.: Films for the Humanities,.
 * Smith, J., & Musolf, L. D. (1979). Legislatures in development : dynamics of change in new and old states. Durham, N.C.: Duke University Press.
 * Smith, J. E., Heath, L. S., & United States. Forest Service. Northeastern Research Station. (1998). Multidisciplinary views in modeling response to climate change a workshop summary. General technical report NE 251. [microform :]. Radnor, PA: U.S. Dept. of Agriculture, Forest Service, Northeastern Research Station,.
 * Somech, A., Drach-Zahavy, A. (2001). Influence strategiesof principals: Ordinary times compared with times of change. Journal of School Leadership, 11, 25-47.
 * Standley, A. P. (2001). Reinventing a Large Nonprofit. Nonprofit Management & Leadership, 11(3), 305.
 * Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee Cynicism and Resistance to Organizational Change. Journal of Business & Psychology, 19(4), 429-459.
 * Steven, H. A., Andrea, E., & Loretta, T. S. H. (1999). Strategic downsizing: critical success factors. Management Decision, 37(7), 535.
 * Townsend, B. K. (2009). Women & Leadership: The State of Play and Strategies for Change. [Book Review]. Journal of Higher Education, 80(4), 474-476.
 * Tucker, B. A., & Russell, R. F. (2004). The Influence of the Transformational Leader. Journal of Leadership & Organizational Studies (Baker College), 10(4), 103-111.
 * Vales, E. (2007). Employees CAN Make a Difference! Involving Employees in Change at Allstate Insurance. Organization Development Journal, 25(4), P27-P31.
 * Warrick, D. D. (2009). Developing Organization Change Champions. OD Practitioner, 41(1), 14-19.
 * Watty, K., Bellamy, S., & Morley, C. (2008). Changes in higher education and valuing the job: the views of accounting academics in Australia. [Article]. Journal of Higher Education Policy & Management, 30(2), 139-151. doi: 10.1080/13600800801938747
 * Williams, L. L. (2005). Impact of Nurses' Job Satisfaction on Organizational Trust. Health Care Management Review, 30(3), 203-211.
 * Woodward, N. H. (2005). Let It Rip. HRMagazine, 50(9), 64-68.
 * Yin Teng, C., & Siew Ming, C. (2008). A STUDY OF THE CHANGE MANAGEMENT AND CHALLENGES IN A BANK. Research & Practice in Human Resource Management, 16(2), 100-118.
 * Yukl, G., Fu, P. P., & McDonald, R. (2003). Cross-cultural Differences in Perceived Effectiveness of Influence Tactics for Initiating or Resisting Change. Applied Psychology: An International Review, 52(1), 68-82.
 * Zaccaro, S., Banks, D. (2004). Leader visioning and adaptability: Bridging the gap between reseach and practice on developing the ability to manage change. Human Resource Management, 43(4), 367-380.

**References**

 * Allen, J., Jimmieson, N. L., Bordia, P., & Irmer, B. E. (2007). Uncertainty during organizational change: Managing perceptions through communication. //Journal of Change Management, 7//(2), 187-210.
 * Austin, J. R. (2009). Initiating controversial strategic change in organizations. //OD Practitioner, 41//(3), 24-29.
 * Avolio, B. J., & Bass, B. M. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. //Journal of Occupational and Organizational Psychology, 72//(4), 441-462.
 * Bartunek, J. (2003). Organizational and educational change: The life and role of a change agent group. Mahwah, NJ: L. Erlbaum Associates.
 * Beer, M. (1988). //Leading change//. Boston, MA: Harvard Business School Publishing Division.
 * Benne, K. D., & Sheats, P. (1948). Functional roles of group members. //Journal of Social Issues, 4//, 41-49.
 * Bennis, W. G. (1989). Why leaders can't lead: The unconscious conspiracy continues. San Francisco: Jossey-Bass Publishers.
 * Burns, J. M. (1978). //Leadership//. New York, NY: Harper & Row.
 * Bennis, W. G., Spreitzer, G. M., & Cummings, T. G. (2001). The future of leadership: Today's top leadership thinkers speak to tomorrow's leaders. San Francisco: Jossey-Bass.
 * Berrisford, S. (2005). Using Appreciative Inquiry to drive change at the BBC. Strategic Communication Management, 9(3), 22-25.
 * Brimley, V., & Garfield, R. R. (2005). Financing education in a climate of change (9th ed.). Boston: Pearson/Allyn and Bacon.
 * Cloke, K., & Goldsmith, J. (2002). The end of management and the rise of organizational democracy (1st ed.). San Francisco: Jossey-Bass.
 * Cooke, R. A., & Lafferty, J. C. (1981). //Level I: Life Styles Inventory Research Inventory--An instrument for assessing and changing the self-concept articles of organizational members//. Plymouth, MI: Human Synergistics.
 * Couto, R. A. (1993). The transformation of transforming leadership. In J. T. Wren (Ed.), //The leader's companion: Insights on leadership through the ages// (pp. 102-107). New York, NY: The Free Press.
 * Cummings, T. G. W., C. G. (2005). Organizational development and change (8th ed.). Mason, OH: Thomson South-Western
 * Einstein, W. O., & Humphreys, J. H. (2001). Transforming Leadership : Matching Diagnostics to Leader Behaviors. //Journal of Leadership and Organizational Studies, 8//(1), 48-60. doi:10.1177/107179190100800104
 * Fielder, F. E. (1967). //A theory of leadership effectiveness//. New York, NY: McGraw-Hill.
 * French, J., & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.), //Studies of social power//. Ann Arbor, MI: Institute for Social Research.
 * Fullan, M. (1993). Change forces: probing the depth of educational reform. London; New York, NY: Falmer Press.
 * Gibson, J. W., Blackwell, C. W., Dominicis, P., & Demerath, N. (2002). Telecommuting in the 21st century: Benefits, issues, and a leadership model which will work. //Journal of Leadership and Organizational Studies, 8//(4), 75-86. doi:10.1177/107179190200800407
 * Ginnett, R. (1990). Airline cockpit crew. In J. R. Hackman (Ed.), //Groups that work (and those that don't)//. San Francisco: CA: Jossey-Bass.
 * Greenleaf, R. K. (1998a). Education and maturity. In L. C. Spear (Ed.), //The power of servant-leadership//. San Francisco, CA: Berrett-Koehler Publishers.
 * Greenleaf, R. K. (1998b). //The power of servant-leadership//. San Francisco, CA: Berrett-Koehler Publishers.
 * Greenleaf, R. K. (1998c). Servant: Retrospect and prospect. In L. C. Spears (Ed.), //The power of servant-leadership.// San Francisco, CA: Berrett-Koehler Publishers.
 * Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. //Organizational Behavior and Human Performance, 16//, 250-279.
 * Hackman, J. R., & Oldham, G. R. (1980). //Work redesign//. Reading, MA: Addison-Wesley.
 * Hamel, G., & Breen, B. (2007). //The future of management//. Boston, MA: Harvard Business School Press.
 * Hersey, P., & Blanchard, K. H. (1995). Situational leadership. In J. T. Wren (Ed.), //The leader's companion: Insights on leadership through the ages// (pp. 207-211). New York, NY: The Free Press.
 * House, R. J., & Dressler, G. (1947). The path-goal theory of leadership: Some posthoc and a priori tests. In J. G. Hunt & L. L. Larson (Eds.), //Contingency approaches to leadership//. Carbondale, IL: Southern Illinois University Press.
 * Hughes, R., Ginnett, R., & Curphy, G. (2006). //Leadership: Enhancing the lessons of experience// (5th ed.). Boston, MA: McGraw Hill.
 * Houghton, J. D., & Yoho, S. K. (2005). Toward a contingency model of leadership and psychological empowerment: When should self-leadership be encouraged? //Journal of Leadership and Organizational Studies, 11//(4), 65-83. doi:10.1177/107179190501100406
 * Johansen, B. C. P. (1990). Situational leadership: A review of the research. //Human Resource Development Quarterly, 1//(1), 73-85.
 * Lombardo, M. M., & Eichinger, R. W. (1990). //Eighty-eight assignments for development in place: Enhancing the developmental challenge of existing jobs.// Greensboro, NC: Center for Creative Leadership.
 * Nadler, D., & Tushman, M. (1997). //Competing by design: The power of organizational architecture//. Oxford, England: Oxford University Press.
 * Rosener, J. B. (1990). Ways women lead. //Harvard Business Review, 68//, 119-125.
 * Senge, P. (1995). Robert Greenleaf's legacy: A new foundation for twenty-first century institutions. In L. C. Spears (Ed.), //Reflections on leadership// (pp. 217-241). New York, NY: John Wiley & Sons, Inc.
 * Szumal, J. L. (2003). //Organizational culture inventory interpretation and development guide//. Plymouth, MI: Human Synergistics International.
 * Tuckman (1965). Developmental sequence in small groups. //Psychological Bulletin, 63//, 384-399.
 * Vroom, V. H., & Yetton, P. W. (1973). //Leadership and decision making.// Pittsburgh, PA: University of Pittsburgh Press.
 * Wren, J. T., & Swatez, M. J. (1995). The historical and contemporary contexts of leadership: A conceptual model. In J. T. Wren (Ed.), //The leader's companion: Insights on leadership through the ages// (pp. 245-252). New York, NY: The Free Press.
 * Yukl, G. A. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. //Leadership Quarterly, 10//(2), 285-305.
 * Yukl, G. A., & Van Fleet, D. D. (1992). Theory and research on leadership in organizations. In M. D. Dunnette & L. M. Hough (Eds.), //Handbook of Industrial and Organizational Psychology// (pp. 1-51). Palo Alto, CA: Consulting Psychologists Press.

**Sample Artifacts**
Bii. [|Evaluations] and [|comments from participants] Biii. [|Read Around the Planet] and [|Collaborations Around the Planet] websites Biv. [|Read Around the Planet Change reflection] || B. International program development: Read Around the Planet || Janine Lim janine@janinelim.com [|Full portfolio online here]. || As part of this application of theory to my work in TWICE, I want to especially focus on the development and evolution of TWICE's signature event: Read Around the Planet. The project matches classes to celebrate reading via videoconference in March around Dr. Seuss' birthday and impacts over 50,000 students a year. The Read Around the Planet website has grown to include the Collaborations Around the Planet tool as well.
 * **Document** || **Title** || **Author** || **Description** || **Connection to Competency** ||
 * //(click File to attach a file)// || //(write the title here)// || //(write the author's name and link to email (if desired) here)// || //(write a description of the file)// || //(describe how this file addresses this competency)// ||
 * Bi. [|History of the project's growth and success]

The artifacts here explain these projects, and the change reflection that ties these projects to organizational theory. The evaluation document from 2008 shows the feedback from others. I've been involved in Read Around the Planet since it's inception in 2002. I ran the project the first year, then provided background support as others managed it. In 2006 I took over running the project again and have spearheaded the changes to make it more sustainable and scalable. || My work with Read Around the Planet shows my ability to work with a group to sustain rapid growth and sustainability of a project. It shows the ability to work with others to meet the needs of the project, create goals for change and growth, and implement the changes to sustain the project. ||
 * ||  ||   ||   || (hit tab here to add another row) ||

**Sample Reflection Papers**

 * **Document** || **Title** || **Author** ||
 * //(click File to attach a file)// || //(write the title and add any other relevant info)// || //(write the author's name and link to email - if desired)// ||
 * ||  || (hit tab here to add another row) ||
 * ||  || (hit tab here to add another row) ||