Marc H. Anderson
Marc H. Anderson
Associate Professor of Management, Iowa State University
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Cited by
Cited by
Reviewing leadership styles: Overlaps and the need for a new ‘full‐range’theory
MH Anderson, PYT Sun
International Journal of Management Reviews 19 (1), 76-96, 2017
An examination of the relationship between absorptive capacity and organizational learning, and a proposed integration
PYT Sun, MH Anderson
International Journal of Management Reviews 12 (2), 130-150, 2010
Integrating personality and social networks: A meta-analysis of personality, network position, and work outcomes in organizations
R Fang, B Landis, Z Zhang, MH Anderson, JD Shaw, M Kilduff
Organization Science 26 (4), 1243-1260, 2015
Social networks and the cognitive motivation to realize network opportunities: A study of managers' information gathering behaviors
MH Anderson
Journal of Organizational Behavior 29 (1), 51-78, 2008
The advice and influence networks of transformational leaders.
JE Bono, MH Anderson
Journal of Applied Psychology 90 (6), 1306, 2005
A General Dynamic Capability: Does it Propagate Business and Social Competencies in the Retail Food Industry?*
AA Marcus, MH Anderson
Journal of Management Studies 43 (1), 19-46, 2006
Sources of managers' knowledge of organizational capabilities
DL Rulke, S Zaheer, MH Anderson
Organizational behavior and human decision processes 82 (1), 134-149, 2000
How can we know what we think until we see what we said?: A citation and citation context analysis of Karl Weick’s The Social Psychology of Organizing
MH Anderson
Organization Studies 27 (11), 1675-1692, 2006
Civic capacity: Building on transformational leadership to explain successful integrative public leadership
PYT Sun, MH Anderson
The Leadership Quarterly 23 (3), 309-323, 2012
What is strategic leadership? Developing a framework for future research
M Samimi, AF Cortes, MH Anderson, P Herrmann
The Leadership Quarterly, 101353, 2020
The combined influence of top and middle management leadership styles on absorptive capacity
PYT Sun, MH Anderson
Management learning 43 (1), 25-51, 2012
What have scholars retrieved from Walsh and Ungson (1991)? A citation context study
MH Anderson, PYT Sun
Management Learning 41 (2), 131-145, 2010
Information Gathering and Changes in Threat and Opportunity Perceptions*
MH Anderson, ML Nichols
Journal of Management Studies 44 (3), 367-387, 2007
The downside of transformational leadership when encouraging followers to network
MH Anderson, PYT Sun
The Leadership Quarterly 26 (5), 790-801, 2015
Job demands and work-related psychological responses among Malaysian technical workers: The moderating effects of self-efficacy
SA Panatik, MP O'Driscoll, MH Anderson
Work & Stress 25 (4), 355-370, 2011
The importance of attributional complexity for transformational leadership studies
PYT Sun, MH Anderson
Journal of Management Studies 49 (6), 1001-1022, 2012
Giving students new eyes: The benefits of having students find media clips to illustrate management concepts
CL Tyler, MH Anderson, JM Tyler
Journal of Management Education 33 (4), 444-461, 2009
The role of group personality composition in the emergence of task and relationship conflict within groups
MH Anderson
Journal of Management and Organization 15 (1), 82, 2009
Longitudinal mediation effects of strain on the relationships between role stressors and employees' withdrawal responses
MK Idris, MP O'Driscoll, MH Anderson
Stress and Health 27 (5), 403-412, 2011
Personality trait inferences about organizations and organizational attraction: An organizational-level analysis based on a multi-cultural sample
MH Anderson, J Haar, J Gibb
Journal of Management and Organization 16 (1), 140, 2010
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