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A process model of self regulation and leadership: How attentional resource capacity and negative emotion influence constructive and destructive leadership
The Leadership Quarterly, 26(3), 386–401
Summary
Why do some leaders behave constructively and others destructively? This paper proposes a process model of self-regulation in which attentional capacity and negative emotion shape which kind of leadership emerges.
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APA
Collins, M., & Jackson, C. J. (2015). A process model of self regulation and leadership: How attentional resource capacity and negative emotion influence constructive and destructive leadership. The Leadership Quarterly, 26(3), 386–401. https://doi.org/10.1016/j.leaqua.2015.02.005
BibTeX
@article{collins2015a,
title = {{A process model of self regulation and leadership: How attentional resource capacity and negative emotion influence constructive and destructive leadership}},
author = {M. Collins and C. J. Jackson},
journal = {The Leadership Quarterly},
year = {2015},
volume = {26},
number = {3},
pages = {386--401},
doi = {10.1016/j.leaqua.2015.02.005}
}