Identifying Self-Awareness of Leadership Abilities Using 360 Degree Feedback Method: A Case Study of Collegiate Rowers
Authors: Stephen Cadoux1, Kimberly Shaffer2
1Department of Clinical Psychology, Antioch University New England, Keene, NH, USA
2Department of Sport & Exercise Science, Barry University, Miami, FL, USA
Stephen Cadoux, MS, is a Clinical Psychology Doctoral student at Antioch University New England. His research interests focus on sports neuropsychology, leadership development, and neurocognitive effects of stress.
Kimberly Shaffer, Ph.D., CMPC is an Associate Professor and program director of the Sport, Exercise & Performance Psychology Program at Barry University. Kimberly’s areas of research interest include athlete identity, transition from sport & core values of performers.
ABSTRACT
Self-awareness is one of the most vital characteristics to effective leadership, yet it is a trait rarely measured within leaders. Without self-awareness, leaders place themselves in a position of weakness that can negatively impact their team’s performance. Using a Female NCAA Division II Rowing Team (n= 7), and their coaches (n=2) this study aimed to identify if captains of a collegiate athletic team are self-aware of their leadership abilities. The study was conducted via the Multifactor Leadership Questionnaire (MLQ) and a research technique known as the 360-degree feedback method. Teammates and coaches completed the MLQ about their team captain(s) leadership abilities. Meanwhile, the captain(s) rated their own leadership using the MLQ. Results from the three participant groups were compared to evaluate self-awareness (S-A) of the captain(s). S-A was determined if the Captain(s) self-reported scores are within the standard deviation of the scores of the Coaches and Teammates. Results suggested differences in the S-A of the two captains is, such that Captain X scores were found to be outside the SD of either the Coaches and/or the teammates in six of the twelve leadership subcategories, while Captain Y self-reported scores outside of their coaches and/or teammates SD on 4 different subcategories. The applied nature of this study is valuable for creating leadership programs within collegiate athletic departments and provides a quantitative model for assessing self-awareness in leadership.
Keywords: coaching, NCAA athletics, peer assessment
INTRODUCTION
Leaders are critical to the functioning of any group, team, or organization. For teams to be successful, they require motivation, hard work, social and task cohesion, and swift decision making (1, 3, 8, 17). Over the past 60 years, there have been over 60 different leadership theories; each aiming to define leadership into distinct and unique concepts (8, 17).
Presently, the most validated and widely used theory is the Transactional and Transformational Leadership Theory (TTLT) (3). The TTLT involves dividing leadership into two areas: Transactional leadership and Transformational leadership (3). Avolio and Bass modified TTLT to include Passive/ Avoidance behavior (1).
According to TTLT Avoidant/ Passive leaders are more passive and reactive. Avoidant leaders “avoid specifying agreements, clarifying expectations, and providing goals and standards” (1). Individuals with this style can negatively impact those around them and hurt the team’s overall performance. Within Avoidant behavior, are two sections: Management-by-Exception: Passive (MBEP) and Laissez-Faire (LF). Individuals who are high in MBEP wait until an issue arises before acting while leaders high in LF go one step further and fail to ever intervene in issues (1).
The second major category of leadership within the TTLT is Transactional leadership. Transactional leadership is based on exchanging rewards for goal completion, good performances, and desired behavior (3). These leaders clearly lay out the expectations they have for their subordinates, and they encourage their followers to perform to the best of their abilities (1). Transactional leadership is based on Contingent Reward (CR) and Management-by- Exception: Active (MBEA) (Avolio & Bass, 2004). Leaders’ high in CR offer rewards in exchange of one’s service; celebrating the accomplishments of their team and its members to reinforce positive behavior teams accomplishments Conversely, MBEA minded leaders focus on past failures, mistakes, and irregularities. These leaders set a specific standard that all members must meet and any deviation from this standard is confronted (1).
The third category of leadership in the TTLT is Transformational. Transformational leaders are viewed as the highest level of leaders (3). These individuals “connect with followers and appeal to their strengths in order to best challenge them to be more productive” (14, p. 62).
Avolio and Bass added “5 I’s” under the Transformational leadership (1). The 5 I’s are Idealized Attributes (IA), Idealized Behaviors (IB), Inspirational Motivation (IM), Intellectual Stimulation (IS), and Individual Consideration (IC; 1). Both IA and IB fall under the subset of Idealized Influence. Leaders with high Idealized Influence are leaders who consider others needs before their own and are people who others want to emulate (1). Inspirational Motivation (IM) leaders use their leadership to motivate those around them. Intellectual Stimulation (IS) leaders help fuel their follower’s intellectual mental efforts. They help their followers to be more innovative and creative as well as stimulate new ideas, thoughts, and solutions. Lastly, Individual Consideration (IC) leaders focus on their groups need for achievement and growth. They accomplish this by acting as a peer mentor and coaching figure to those around them (1).
The increase in leadership research has been primarily led by Industrial-Organizational psychology (I/O), focusing on improving for-profit businesses, personnel, and staff (5). In contrast, the field of sports has not received comparable levels of research attention or financial investment (16). This disparity has created several gaps in sport leadership research, particularly within the sub-category of leader self-awareness.
Self-awareness is arguably the most important aspect of leadership (9). Despite extensive leadership research in sports, self-awareness is rarely measured (7). Most leaders are not self-aware of their own abilities or talents (7). Without self-awareness, captains are at a disadvantage when it comes to leading their teams to victory. With the amount of money, time, and energy put into these sports teams, captains cannot have large flaws in their leadership.
While there are many ways to measure self-awareness, the 360 Degree Feedback method is not as widely used as it requires more empirical evidence. The 360 Degree Feedback method was designed for the use of providing business managers and executives more accurate feedback on their performance (5). This method involves having the leader (ratee) score their abilities on a survey or questionnaire. The organization then has several staff, peers, and supervisors anonymously complete that same survey about the ratee. This provides the organization with not only how the leader views themselves, but also how the rest of the organization and team view them. The organization can then provide the leader with structured feedback. Using 360-degree feedback has been found to provide more accurate feedback, enhance self-awareness, and can increase self-perceptions in individuals (4).
While the 360 Degree Feedback model is being utilized within the business world, the use of this method has also branched into other academic areas, including sport psychology. Consultant groups, such as Amplos, have applied the method to identify development within coaches and athletes at various Power 5 athletic institutions (15). Although the method has proven successful in applied settings, it lacks validity in the scientific community and needs empirical evidence to further support its success.
The purpose of the proposed study is to use the Multifactor Leadership Questionnaire (MLQ; 1), and the 360 Degree Feedback Method (6) to identify if collegiate team captains are self-aware (S-A) of their leadership abilities. This study explored three hypotheses: (1)Captains would rate themselves as having higher Transformational and Transactional Leadership as compared to the scores of the coaches and teammates. (2) Captains would rate themselves as having lower Avoidant Leadership as compared to the scores of the coaches and teammates. (3) Captains would have an inverse relationship between the scores of MBEA and MBEP.
METHODS
Participants
Participants consisted of both male (n=1) and females (n=8) involved in a NCAA Division II rowing team located in South Florida. Ages varied within the three participant categories as both young collegiate athletes and older coaches participated in this study. The Coaches (n=2) had a mean age of 33.50 (SD= ±12.02), the Captains (n=2) had a mean age of 21.50 (SD= ±2.12), and the Teammates (n=5) had a mean age of 21.60 (SD= ±2.30). The Teammate group consisted of 5 participants; however, each Captain rated the other captain and were thus included in the “Teammate” participant group during data collection. With the captains included in the Teammate participant group, the Teammates (n=7) had a mean age of 21.14 (SD= ±2.03).
Procedures
The study began with participant recruitment. Recruitment was conducted via email. Upon recruitment of the rowing team, individual athletes, captains, and coaches were recruited as well. Once recruitment had completed, the study was conducted virtually via an online video call explanation session in which participants received all directions verbally. The PI gave a brief explanation of the purpose of the study, following initial instructions, the PI explained the directions for the consent form, the demographic questionnaire and the MLQ questionnaire (all of which were provided via an online Qualtrics survey link). Participants were instructed to complete one MLQ questionnaire form for each of their participating team captains. After completion of the study, participants were thanked for their time.
Instruments
Demographic Questionnaire
Demographic questionnaires were created by the PI and were administered to all study participants. Each participant group had its own distinct demographic questionnaire. These questionnaires were used to gather additional data about the participants that the MLQ does not specifically ask for. This data included both personal and athletic information.
Multifactor Leadership Questionnaire
The shortened version of the Multifactor Leadership Questionnaire (MLQ) was used (11). This 45-item self-reporting questionnaire is designed to assess an individual’s leadership abilities, leadership style, and the outcomes of their leadership (11).
The MLQ measures leadership by dividing the subject into three categories: Transactional Leadership, Transformational Leadership, and Passive/ Avoidant Leadership Within these three categories, the MLQ measures these styles using twelve subcategories. Transactional Leadership is divided into CR and MBEA (11). Transformational Leadership is made up of IA, IB, IM, IS, and IC (1). Passive/ Avoidant Leadership is divided into MBEP and LF (1). The last area that the MLQ measures is the outcomes of leadership; this is separated into Extra Effort (EE), Effectiveness (EFF), and Satisfaction (SAT). The MLQ uses a five point-Likert scale ranging from zero (Not at all) to four (Frequently, if not always). The questionnaire’s Cronbach’s coefficient alphas range from 0.63 to 0.92 with an internal consistency above 0.70.
Data Analyses
All data was analyzed using the IBM SPSS Statistics program. A descriptive analysis was conducted to find the means and standard deviations of the self-reported scores. S-A is determined if the captain’s self-reported scores are within the standard deviation of the scores collected from their Coaches and Teammates (1, 11).
RESULTS
Captains
The two captains tested in this study will be labelled as “Captain X” and “Captain Y”. Captain X is an American citizen who has been rowing for 10 years. She has been Captain of her team for 1 year and was also the Captain of her High School rowing team. She believes that her team is highly successful and believes that she has directly influenced the performances of her team. She also describes herself as self-aware of her abilities. Captain Y is an international student studying in the United States. Captain Y has been rowing for only two years, not having rowed in high school. Captain Y also believes her team is highly successful and her leadership abilities directly influence the team’s overall results. She also describes herself as self-aware of her leadership abilities.
Coaches
The coaching staff consisted of a male, American head coach with 12 years of coaching experience and a female, Eastern European assistant coach with four years’ experience. Both Coaches have Coached Captain X for three years and Captain Y for two years. Both Coaches also believe that their team is having a successful season and that their Team Captains are a direct result of that success.
Captain X
As seen below in table 1, Captain X’s self-reported scores were found to be outside the SD range of the scores of their Coaches and/or Teammates in six of twelve leadership subcategories. The first is IM. Captain X (m=4, ±0) self-reported themselves as higher than the scores of the teammates (m=3.30, ±0.48), while the Coaches (m=3.12, ±1.24) rated Captain X between the two groups. Within Intellectual Stimulation, Captain X (m=3.75, ±0) rated themselves higher than both the Coaches (m=2.87, ±0.53) the Teammates (m=3.30, ±0.44). In CR, Captain X (m=3.50, ±0) rated themselves as higher than the Coaches (m=2.25, ±0) while their teammates (m=3.05, ±0.51) scored between them. In MBEA, Captain X (m=2.25, ±0) ranked themselves as higher than the Coaches (m=1.87, ±0.17) but were not outside the scores provided by the Teammates (m=1.65, ±1.16). In EE, Captain X (m=4.00, ±0) scored higher than the rankings of the Teammates (m=3.13, ±0.69) while the Coaches (m=3.16, ±1.17) scored between both of the groups. The last category is EFF, where Captain X (m=4.00, ±0) rated themself higher than the SD of the Teammates (m=3.30, ±0.48). The Teammates scores were not outside the SD range of the Coaches (m=3.37, ±0.88).
Table 1
Mean scores and Standard Deviation’s for Captain X’s MLQ 360-Degree Feedback Test
| IA (SD) | IB (SD) | IM* (SD) | IS* (SD) | IC (SD) | CR* (SD) | MBEA* (SD) | MBEP (SD) | LF (SD) | EE* (SD) | EFF* (SD) | SAT (SD) | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Captain X | 3.50 (0) | 3.50 (0) | 4.00 (0) | 3.75 (0) | 2.75 (0) | 3.50 (0) | 2.25 (0) | 1.00 (0) | 0.25 (0) | 4.00 (0) | 4.00 (0) | 4.00 (0) |
| Coaches (n=2) | 3.12 (0.88) | 3.37 (0.88) | 3.12 (1.24) | 2.87 (0.53) | 2.75 (0.70) | 2.25 (0) | 1.87 (0.17) | 1.25 (1.76) | 1.00 (1.41) | 3.16 (1.17) | 3.37 (0.88) | 3.25 (1.06) |
| Teammates (n=6) | 3.35 (0.57) | 3.50 (0.46) | 3.30 (0.48) | 3.30 (0.44) | 3.30 (0.77) | 3.05 (0.51) | 1.65 (1.16) | 1.08 (0.61) | 0.60 (0.57) | 3.13 (0.69) | 3.30 (0.48) | 3.40 (0.65) |
| Note: *Captains scores are outside the SD for one or both groups | ||||||||||||
Table 2
Mean scores and Standard Deviation’s for Captain Y’s MLQ 360-Degree Feedback Test
| IA (SD) | IB* (SD) | IM (SD) | IS (SD) | IC (SD) | CR (SD) | MBEA* (SD) | MBEP* (SD) | LF (SD) | EE (SD) | EFF (SD) | SAT* (SD) | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Captain Y | 2.75 (0) | 4.00 (0) | 3.50 (0) | 3.00 (0) | 3.00 (0) | 2.75 (0) | 2.25 (0) | 0.25 (0) | 0.75 (0) | 3.00 (0) | 3.25 (0) | 4.00 (0) |
| Coaches (n=2) | 3.25 (0.70) | 3.37 (0.53) | 3.50 (0.70) | 3.12 (0.17) | 3.12 (0.17) | 3.25 (0.70) | 2.87 (0.53) | 0.75 (1.06) | 0.50 (0.70) | 3.50 (0.70) | 3.50 (0.70) | 3.00 (2.00) |
| Teammates (n=6) | 2.91 (0.54) | 3.33 (0.30) | 3.08 (0.78) | 2.70 (0.96) | 3.33 (0.46) | 3.04 (0.88) | 2.54 (1.30) | 1.00 (0.61) | 0.62 (0.41) | 3.27 (0.57) | 3.33 (0.43) | 3.08 (0.37) |
| Note: *Captains scores are outside the SD for one or both groups | ||||||||||||
Figure 1
Captain X 360-Degree Feedback Data

Figure 2
Captain Y 360-Degree Feedback Data

Captain Y
As seen in Table 2, Captain Y’s self-reported scores are outside the SD range of the reported scores of the Coaches and/or Teammates in only four of twelve leadership subcategories. The first is IB. Captain Y (m=4, ±0) rated themselves higher than both their Teammates (m=3.33, ±0.30) and Coaches (m=3.37, ±0.53). In MBEA, Captain Y (m=2.25, ±0) rated themselves below the SD of the Coaches (m=2.87, ±0.53). Another category of difference is MBEP. Captain Y (m=0.25, ±0) rated themselves lower than the SD of the teammates (m=1.00, ±0.61). Neither group’s scores were outside the SD provided by the Coaches (m=0.75, ±1.06). The last difference is in the subcategory of SAT. Captain Y (m=4.00, ±0) self-reported scores higher than the SD of both the Coaches (m=3.00, ±0) and Teammates (m=3.08, ±0.37).
DISCUSSION
The collected data suggests Captain Y and Captain X differ in their leadership strengths and level of S-A. Captain X scores were found to be outside the SD of either the Coaches and/or the teammates in six of the twelve leadership subcategories, while Captain Y self-reported scores outside of their coaches and/or teammates SD on 4 different subcategories. Captain X’s scores were outside the SD of both the Coaches and Teammates for only one subcategory, Leadership. While Captain Y had two subcategories, Idealized Behavior and Satisfaction, that were outside the SD range of both the Teammates and Coaches scores.
Most interesting is the evaluation of SD of scores. The SD for several Coach and Teammate scores varied greatly. An example of this wide-ranging SD can be found on Table 1 with the Coaches having a SD of 1.76 (m=1.25) on MBEP and on Table 2 with the Teammates having a SD of 1.30 (m= 2.53) on MBEA. These wide-ranging SD display a divide in the perspective the Coaches and Teammates have on the Captains. Captain X and Y scored different than the mean scores both the Coaches and Teammates in almost all of the Leadership subcategories. However, the large SDs kept the Captains within the range to be labeled “self-aware” according to Avolio and Bass (1). These large SDs argue neither the Coaches or Teammates were unified in their beliefs of the Captains. Some participants within their groups believed that their captains were excellent leaders who provided crucial support to their team. While some participants saw their captains as less effective and, sometimes, borderline detrimental to their teams. It furthers interest that the Coaches, with a group size of 2, were also divided on their Captains in several categories. While the data suggests that these Captains are self-aware of their leadership, this self-awareness does not come without scrutiny. This can be best seen in Figures 1 and 2.
Another interesting point is within Captain X and Y’s belief in the Outcomes of their Leadership. Represented in the MLQ as EE, EFF, and SAT, Captain X rated herself as a “4” for all three categories, while Captain Y rated herself as the following: 3 (EE), 3.25 (EFF), and 4 (SAT). While Captain X has stronger belief that their leadership causes more positive outcomes for their team than Captain Y, they each rated themselves as a “4” in satisfaction. Meaning, they each believe their Teammates and Coaches are satisfied with their leadership abilities. However, this cannot be the case due to the wide-ranging SD’s found in many subcategories. It can be inferred, even without major differences from both their Teammates and Coaches in the SAT category, Captains may be incorrect about their teammate’s opinions of their leadership. They believe their team celebrate their leadership, while there is not a unified belief on their abilities. In addition, a high level of perceived satisfaction may inhibit captains’ motivation to grow or further develop their leadership abilities, as they may mistakenly believe their current performance is sufficient. This tendency aligns with patterns of social loafing, where individuals reduce effort or avoid self-improvement when they perceive their contributions as adequate and unchallenged (2, 10).
While the MLQ does not label the leadership style of Captains, it does infer trends and likelihoods. Within the scores collected, Captain X views themselves as a Transformational leader who directly, and positively, influences their teams’ performances. While Captain Y does not fit directly into Transformational, Transactional, or Avoidant Leadership. Captain Y rated herself as an amalgamation of both transformational and transactional leadership styles, specializing in having a strong moral code who may occasionally act as a parental figure to many of their teammates (IB).
As stated previously, this study had three hypotheses. The first hypothesis was that the Captains would rate themselves as having higher Transformational and Transactional Leadership when compared to the scores of the Coaches and Teammates. This hypothesis was not true with either Captains. The second hypothesis was the Captains would rate themselves as having lower Avoidant Leadership when compared to the scores of the Coaches and Teammates. This hypothesis was true only for Captain Y. The last hypothesis was that Captains will have an inverse relationship between the scores of MBEA and MBEP. This was found to be true in both Captains.
Limitations & Future Directions
While this study had several strengths, the main being the first empirical test of the 360 Feedback method, it of course is not without weakness. The first being a small sample size. While the MLQ does not give a specific sample size to use to make it effective, merely using one team (n=9) is small nonetheless. Future studies of this nature should look to include various teams from different sport types, genders, age and experience levels. To ensure validity, the items of the MLQ were not re-worded for each distinct participant group. All items of the MLQ were phrased “I am…”. While the items were worded correctly for the captains, all coaches and teammates had to reword the items in their heads as they were not responding to these questions about themselves. Furthermore, the MLQ is not a sport specific questionnaire. While it is a statistically valid and reliable questionnaire, it was designed to be used with a general population base. It was not specifically designed for athletes.
Other limitations to consider, are the social pressures of collegiate teammates. Despite the confidential and anonymous nature of the study, teammates may have felt unconscious pressure to identify their captains as having higher levels of positive leadership to avoid drama, feelings of guilt, or confrontations from the team (2).
Outside of adjustments to sample size, and inclusion of a sport specific questionnaire, future research should include a qualitative component to capture nuances of leadership, as well as a debriefing session with both coaches and captains. This level of transparency about how the captain is doing in the coaches and teammates eyes could provide a mechanism for change and promote open dialogue between all parties.
Lastly, the population used in this study were proficient in the English language, it was not their first language. With many international students and coaches used in this study, it is unknown if there were any difficulties understanding, reading, or comprehending the items they were tasked with completing.
CONCLUSION
This study provides an empirical look at leadership and perceptions of different stakeholders about how team captain’s lead. Ultimately, one of the biggest takeaways is the large variance in opinions about the captains. Not just the difference in perception from the captains themselves to the ratings of the athletes and coaches, but the differences of how each individual teammate viewed the ability of the captain. While the goal was to analyze the self-awareness of collegiate sport captains, the take home was more centered around the unique perception and individual nature to each athlete of what makes a great leader. This is supported in various studies regarding the notion that there is no one-size-fits-all approach to leadership (9, 12, 13, 17) Simply because an individual is elected, or selected, as a captain, that does not automatically make them an excellent leader and unanimously beloved.
APPLICATIONS IN SPORT
Applied implications of this study are vast within the realms of research and consulting practices. First, it provides a framework for future 360-Degree Feedback Method studies to take place. As previously stated, this method of research is underutilized in the realm of Sport Psychology research. Additionally, the data collected from this study may be used to update leadership education programs, creating importance for Self-Awareness training and identification within students, athletes, and leaders. Use of this data can also be used to stress the importance of team building and team cohesion. This study’s data found that the team’s coaches and teammates had dramatically different opinions on the leadership of their captains. This dramatic difference within the groups can be harmful to a team’s cohesion and performance, stressing the importance of this research study.
REFERENCES
- Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire. Mind Garden.
- Bratton, V. K., Dodd, N. G., & Brown, F. W. (2011). The impact of emotional intelligence on accuracy of self‐awareness and leadership performance. Leadership & Organization Development Journal, 32(2), 127–149. https://doi.org/10.1108/01437731111112971
- Burns, J. M. (1978). Leadership. Harper & Row.
- Carlson, M. S. (1998). 360-degree feedback: The power of multiple perspectives. Popular Government, 63(2), 38–49.
- Carson, M. (2006). Saying it like it isn’t: The pros and cons of 360-degree feedback. Business Horizons, 49(5), 395–402. https://doi.org/10.1016/j.bushor.2006.01.004
- Drew, G. (2009). A “360” degree view for individual leadership development. Journal of Management Development, 26(7), 581–592. https://doi.org/10.1108/02621710910972698
- Eurich, T. (2017, September). Increase your self-awareness with one simple fix [Video]. TEDxMileHigh. https://www.ted.com/talks/tasha_eurich_increase_your_self_awareness_with_one_simple_fix
- Fleishman, E. A., Mumford, M. D., Zaccaro, S. J., Levin, K. Y., Korotkin, A. L., & Hein, M. B. (1991). Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation. The Leadership Quarterly, 2(4), 245–287. https://doi.org/10.1016/1048-9843(91)90016-U
- George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard Business Review, 85(2), 1–8.
- Ghaleb, B. (2024). Social loafing: Understanding, mitigating, and enhancing group performance. International Journal of Scientific Multidisciplinary Research, 2(9), 1321-1328. https://doi.org/10.55927/ijsmr.v2i9.10975
- Muenjohn, N., & Armstrong, A. (2008). Evaluating the structural validity of the Multifactor Leadership Questionnaire (MLQ), capturing the leadership factors of transformational-transactional leadership. Contemporary Management Research, 4(1), 3–14. https://doi.org/10.7903/cmr.704
- Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). SAGE Publications.
- Pienaar, J., & Nel, P. (2017). A conceptual framework for understanding leader self-schemas and the influence of those self-schemas on the integration of feedback. SA Journal of Human Resource Management, 15, 1–11. https://doi.org/10.4102/sajhrm.v15i0.772
- Robbins, J. E., & Madrigal, L. (2017). Sport, exercise, and performance psychology: Bridging theory and application. Springer Publishing Company.
- Shaffer, J. (2018). 360 review: Self, teammate, and coach evaluation for personal development. Synergy Performance: A Division of Synergy Group.
- Wagstaff, C. R. D., Fletcher, D., & Hanton, S. (2012). Positive organizational psychology in sport: An ethnography of organizational functioning in a national sport organization. Journal of Applied Sport Psychology, 24(1), 26-47. https://doi.org/10.1080/10413200.2011.589423
- Warrick, D. (2011). The urgent need for skilled transformational leaders: Integrating transformational leadership and organization development. Journal of Leadership, Accountability, and Ethics, 8(5), 11–26.
