Available online at www.sciencedirect.com The Pergamon science @)oinecr: Leadership Quarterly The Leadership Quarterly 14 (2003) 863—865 Index A dynamic model of top management team effectiveness: Managing unstructured task streams, 14(3), 297-326 (Amy C. Edmondson, Michael A. Roberto, and Michael D. Watkins). A propulsion model of creative leadership, 14(4 and 5), 455-473 (Robert J. Sternberg, James C. Kaufman, and Jean E. Pretz). Awakening employee creativity: The role of leader emotional intelligence, 14(4 and 5), 545—568 (Jing Zhou and Jennifer M. George). Awareness of temporal complexity in leadership of creativity and innovation: A compe- tency-based model, 14(4 and 5), 433—454 (Jonathon R.B. Halbesleben, Milorad M. Novicevic, Michael G. Harvey, and M. Ronald Buckley). Back to basics: Applying a parenting perspective to transformational leadership, 14(1), 41—66 (Micha Popper and Ofra Mayseless). Biographical information, leading for innovation special issue, 14(4 and 5), 389-392 (Michael D. Mumford). Biographical information, yearly review 2003, 14(6), 613. Book reviews, 14(3), 345—346 (Anson Seers). Choices, constraints, and demands: Stewart’ model for understanding managerial work and behavior, 14(2), 229-233 (Asta Wahlgren). Comments from the senior editor, 14(2), 115—116 (James G. Hunt). Comments from the senior editor: Research and conceptual notes, 1\4(1), 1—2 (James G. Hunt). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire, 14(3), 261-295 (John Antonakis, Bruce J. Avolio, and Nagaraj Sivasubramaniam). Contributions of Rosemary Stewarts work to thought on the management of information systems, 14(2), 234-238 (Tony P. Ammeter). Demands, constraints, choices and discretion: An introduction to the work of Rosemary Stewart, 14(2) 193-196 (Kevin B. Lowe). Editorial PART 1: Micro studies, 14(4 and 5), 385—387 (Michael D. Mumford). Editorial: Quantitative methods special series statistical methodology for longitudinal leadership research: Article II, 14(2), 239-240 (Paul Hanges and David V. Day). Effects of leadership style, anonymity, and rewards on creativity-relevant processes and outcomes in an electronic meeting system context, 14(4 and 5), 499-524 (Surinder S. Kahai, John J. Sosik, and Bruce J. Avolio). doi:10.1016/j.leaqua.2003.09.008 864 Index Finding gender advantage and disadvantage: Systematic research integration is the solution, 14(6), 851-859 (Alice H. Eagly and Linda L. Carl1). Follower developmental characteristics as predicting transformational leadership: A longitudinal field study, 14(3), 327—344 (Taly Dvir and Baos Shamir). How creative leaders think: Experimental findings and cases, 14(4 and 5), 411—432 (Michael D. Mumford, Shane Connelly, and Blaine Gaddis). Identifying and assessing tacit knowledge: Understanding the practical intelligence of military leaders, 14(2), 117—140 (Jennifer Hedlund, George B. Forsythe, Joseph A. Horvath, Wendy M. Williams, Scott Snook, and Robert J. Sternberg). Individual differences and organizational forms in the leadership process, 14(1), 83—112 (Roseanne J. Foti and John B. Miner). In search of gender advantage, 14(6), 835—850 (Robert P. Vecchio). Leadership clarity and team innovation in health care, 14(4 and 5), 393-410 (Michael A. West, Felix Brodbeck, David A. Shapiro and Bob Haward). Leadership in research and development organizations: A literature review and conceptual framework, 14(4 and 5), 587—606 (Teri Elkins and Robert T. Keller). Leadership on the line: Staying alive through the dangers of leading by Ronald A. Heifetz and Marty Linskey, 14(3), 347—348 (Reviewed by Andrew Leigh). Leadership theory and practice: Fostering an effective symbiosis, 14(6), 769-806 (Stephen J. Zaccaro and Zachary N.J. Horn). Leading for creativity: The role of unconventional leader behavior, 14(4 and 5), 475—498 (Kimberly S. Jaussi and Shelley D. Dionne). Military leadership: A context specific review, 14(6), 657-692 (Leonard Wong, Paul Bliese, and Dennis McGurk). Of complexity and distillation: Stewarts contribution to understanding what managers really do, 14(2), 216-220 (Ken W. Parry). Parental images as a guide to leadership sensemaking: An attachment perspective on implicit leadership theories, 14(2), 141—160 (Tiffany Keller). Personality, transformational leadership, trust, and the 2000 U.S. presidential vote, 14(2), 161—192 (Rajnandini Pillai, Ethlyn A. Williams, Kevin B. Lowe, and Dong I. Jung). Primal leadership: Realizing the power of emotional intelligence by Daniel Goleman, Richard Boyatzis and Annie McKee, 14(3), 353-356 (Reviewed by Anthony F. Buono). Problems with detecting moderators in leadership research using moderated multiple regression, 14(1), 3—24 (Jennifer R. Villa, Jon P. Howell, Peter W. Dorfman and David L. Daniel). Research on leadership in a cross-cultural context: Making progress and raising new questions, 14(6), 731-770 (Marcus W. Dickson, Deanne N. Den Hartog, and Jacqueline Mitchelson). Rewarding creativity: When does it really matter? 14(4 and 5), 730-769 (Markus Baer, Greg R. Oldham, and Anne Cummings). Rosemary Stewart on management: Behavioral scribe, squire of theory, pragmatic scientist, 14(2), 204—215 (K. Galen Kroeck). Index 865 Setting the stage: Comments from the yearly review editor 2003, 14(6), 609-612 (James G. Hunt). Success for the new global manager: What you need to know to work across distances, countries, and cultures by Maxine Dalton, Chris Ernst, Jennifer Deal and Jean Leslie, 14(3), 349—352 (Reviewed by Ross L. Mecham III). Supervisor—subordinate conflict and perceptions of leadership behavior: A field study, 14(1), 25—40 (Katherine R. Xin and Lisa Hope Pelled). Taking account of time: The application of event history analysis to leadership research, 14(2), 241—256 (D. Brent Smith and Scott Tonidandel). The ethics of authentic transformational leadership, 14(1), 67—82 (Terry L. Price). The female leadership advantage: An evaluation of the evidence, 14(6), 807—834 (Alice H. Eagly and Linda L. Carli). The great disappearing act: Difficulties in doing ‘leadership’, 14(3), 359-381 (Mats Alvesson and Stefan Sveningsson). The mismeasure of man(agement) and its implications for leadership research, \4(6), 615-656 (Philip M. Podsakoff, Scott B. MacKenzie, Nathan P. Podsakoff, and Jeong-Yeon Lee). The qualitative methods special series: Casting doubts on leadership as a valuable construct: Article I, 14(3), 357-358 (Alan Bryman). The role of transformational leadership in enhancing organizational innovation: Hypoth- eses and some preliminary findings, 14(4 and 5), 525—544 (Dong I. Jung, Chee Chow, and Anne Wu). Toward a theory of spiritual leadership, 14(6), 693—727 (Louis W. Fry). What indeed do managers do? Some reflections on Rosemary Stewarts work, 14(2), 221—228 (Deanne N. Den Hartog). Woman in a man’s world, 14(2), 197-203 (Rosemary Stewart).