Pergamon The Leadership Quarterly 13 (2002) 845-847 Index “A model and investigation of managerial skills, employees’ attitudes and managerial performance,” 13(2); 95-120 (Frank Shipper and Jeannette Davy). “Benchmarking multilevel methods in Leadership: the articles, the model, and data set,” 13(1); 3—14 (Paul D. Bliese, Ronald R. Halverson, and Chester A. Schriesheim). ‘Beneath the mask: examining the relationship of self-presentation attributes and impres- sion management to charismatic leadership,” 13(3); 217-242 (John J. Sosik, Bruce J. Avolio, and Dong I. Jung). ? “Biographical Information,” 13(6); 641-642. “Comments from the yearly review editor,” 13(6); 637-639 (James G. (Jerry) Hunt). “Conceptualizing leadership with respect to its historical—contextual antecedents to power,” 13(2); 151—167 (Raymond D. Gordon). “Contrasting different philosophies of leader motivation: altruism versus egotistic,” 13(2); 169-191 (Bruce J. Avolio and Edwin E. Locke). “Data analytic methods for the analysis of multilevel questions: a comparison of intraclass correlation coefficients, rwg(j), hierarchical linear modelling, within and between analysis, and random group resampling,” 13(1); 69—93 (Stephanie L. Castro). “Development of an emotional intelligence instrument and an investigation of its relation- ships with leader and follower performance and attitudes,” 13(3); 243-274 (Chi-Sum Wong and Kenneth S. Law). “Distributed leadership as a unit of analysis,” 13(4); 423—451 (Peter Gronn). “Emergent leaders as managers of group emotion,” 13(5); 583-599 (Anthony T. Pesconsolido). PII: $1048-9843(02)00151-0 Index “Emotion and attributions of intentionality in leader-member relationships,” 13(5); 615-634 (Marie T. Dasborough and Neal M. Ashkanasy). “Emotional intelligence as the basis of leadership emergence in self-managing teams,” 13(5); 505—522 (Steven B. Wolff, Anthony T. Pescosolido, and Vanessa Urch Druskat). “Empathy and complex task performance: two routes to leadership,” 13(5); 523-544 (Janet B. Kellett, Ronald H. Humphrey, and Randall G. Sleeth). “‘How leaders influence the impact of affective events on team climate and performance in R&D teams,” 13(5); 561—581 (Andrew Pirola-Marlo, Charmine Hartel, Giles Hirst and Leon Mann). “Impact of leadership style and emotions on subordinate performance,” 13(5); 545-559 (Janet R. McColl-Kennedy and Ronald D. Anderson). “Leading creative people: orchestrating expertise and relationships,” 13(6); 705-750 (Michael D. Mumford, Gina Marie Scott, Blaine Gaddis, and Jill M. Strange). “Leader distance: a review and a proposed theory,” 13(6); 673-704 (John Antonakis and Leanne Atwater). “Leadership and gender advantage,” 13(6); 643—671 (Robert P. Vecchio). “Leadership effects on organizational climate and financial performance: local leadership predictability in chain organizations,” 13(3); 193-216 (Bas A.S. Koene, Ad L.W. Vogelaar, and Joseph L. Soeters). “Longitudinal data analysis: applications of random coefficient modeling to leadership research,” 13(4); 455—486 (Robert E. Ployhart, Brian C. Holtz, and Paul D. Bliese). ‘Making things click: distributive leadership in an online division of an offline organiza- tion,” 13(4); 397-419 (Michael E. Brown and Dennis A. Gioia). ‘Measuring motive imagery contained in the vision statement,” 13(2); 139—150 (Shelley A. Kirkpatrick, J.C. Wofford, and J. Robert Baum). ‘Need for leadership as a moderator of the relationships between leadership and individual outcomes,” 13(2); 121—138 (Reinout E. de Vries, Robert A. Roe, and Tharsi C.B. Tailliew). “Preferences for idealized styles of supervision,” 13(4); 327-342 (Robert Vecchio and Karyn J. Boatwright). “Qualitative methods special series: combining distributed leadership and unit of analysis literatures,” 13(4); 421 (Alan Bryman). “Quantitative methods special series: statistical methodology for longitudinal leadership research,” 13(4); 453 (Paul J. Hanges and David V. Day). “Spirituality and religious diversity in the workplace: implications for leadership,” 13(4); 379-396 (Douglas A. Hicks). “The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study,” 13(3); 243—274 (Chi-Sum Wong and Kenneth S. Law). “The many faces of emotional leadership,” 13(5); 493-504 (Ronald H. Humphrey). “The origins of vision: charismatic versus ideological leadership,” 13(4); 343-377 (Jill M. Strange and Michael D. Mumford). “The person versus the situation in leadership,” 13(3); 301—323 (Robert J. Sternberg and Victor Vroom). “The role of affect and affective congruence in perceptions of leaders: an experimental study,” 13(5); 601-614 (Michael J. Newcombe and Neal M. Ashkanasy). “Toward a contextual theory of leadership,” 13(6); 797-837 (Richard N. Osborn, James G. (Jerry) Hunt, and Lawrence R. Jauch). “Toward a political theory of leadership,” 13(6); 751—796 (Anthony P. Ammeter. Ceasar Douglas, William L. Gardner, Wayne A. Hochwarter, and Gerald R. Ferris). “Understanding high school student leaders II. Peer nominations of leaders and their correlates,” 13(3); 275-299 (Benjamin Schneider, Karen Holcombe Ehrhart, and Mark G. Ehrhart). “Using hierarchical linear modeling to investigate the moderating influence of leadership climate,” 13(1); 15—33 (Mark B. Gavin and David A. Hofmann). “Using random group resampling in multilevel research: An example of the buffering effects of leadership climate,” 13(1); 53—68 (Paul D. Bliese and Ronald R. Halverson). ‘“‘Within- and between-entity analyses in multilevel research: a leadership example using single level analyses and boundary conditions (MRA),” 13(1); 35-52 (Steven E. Markham and Ronald R. Halverson).