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The effects of changing leader power: A test of “situational engineering”

✍ Scribed by Samuel C. Shiflett; Stanley M. Nealey

Publisher
Elsevier Science
Year
1972
Weight
714 KB
Volume
7
Category
Article
ISSN
0030-5073

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## Abstract Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual‐level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational