2[1]Barbara Noble.Leadership and performance beyond expectations[M].New York:Free Press,1986.
3[2]Bass B M,Steidlmeier P.Ethics,Character,and Authentic Transformational Leadership Behavior[J].Leadership Quarterly,1999(2):181-217.
4[3]Schein.Context and leadership:An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire[J].The Leadership Quarterly,1975(4):153-176.
5[4]Brenner K M,D A Butterfield.Sex effects in evaluating leaders[J].Journal of Applied Psychology,1989(6):87-116.
6[5]Hedlund J,Forsythe G B,Horvath J A,Williams W M,Snook S.Identifying and assessing tacit knowledge:understanding the practical intelligence of military leaders[J].Leadership Quarterly,2003(2):117-140.
7[6]Eagly,Karau.Reinforcing the glass ceiling via stereotype threst:Gender-stereotypic television commercials persuade women to avoid leadership positions[J].Journal of Applied Psychology,2002(5):61-76.
8[7]Carli Diekman,A H Eagly.Stereotypes as dynamic constructs:Women and men of the past,present,and future[M].New York:Free Press,1990.
9[8]Glomb,Hulin.Sex differences in leadership:How real are they?[J].Academy of Management Review,1997(1):11-32.
10[9]Mumford M D.Scott G M,Caddis B.Strange J M.Leading creative people:Orchestrating expertise and relationships[J].Leadership Quarterly,2006(13):705-750.
