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
What is strategic leadership? Developing a framework for future research
M Samimi, AF Cortes, MH Anderson, P Herrmann
The Leadership Quarterly 33 (3), 101353, 2022
Sources of managers' knowledge of organizational capabilities
DL Rulke, S Zaheer, MH Anderson
Organizational behavior and human decision processes 82 (1), 134-149, 2000
Civic capacity: Building on transformational leadership to explain successful integrative public leadership
PYT Sun, MH Anderson
The Leadership Quarterly 23 (3), 309-323, 2012
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
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
The downside of transformational leadership when encouraging followers to network
MH Anderson, PYT Sun
The Leadership Quarterly 26 (5), 790-801, 2015
Information Gathering and Changes in Threat and Opportunity Perceptions*
MH Anderson, ML Nichols
Journal of Management Studies 44 (3), 367-387, 2007
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
Citation context analysis as a method for conducting rigorous and impactful literature reviews
MH Anderson, RK Lemken
Organizational Research Methods 26 (1), 77-106, 2023
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 & Organization 15 (1), 82-96, 2009
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 & Organization 16 (1), 140-150, 2010
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