251
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Larsson M, Lundholm SE. Leadership as Work-embedded Influence: A Micro-discursive Analysis of an Everyday Interaction in a Bank. LEADERSHIP 2010. [DOI: 10.1177/1742715010363208] [Citation(s) in RCA: 45] [Impact Index Per Article: 3.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
The article examines leadership as an aspect of everyday work interactions. Drawing on the findings of an ethnographically inspired study of superior—subordinate relations in a bank, it argues that leadership can be understood as embedded in everyday work-activities, rather than seen as distinct from these. Relying on the framework of discursive psychology, a micro-level analysis of an informal interaction is presented, showing how discursive strategies in the leader—follower exchange make relevant organizational visions and values rooted in the wider cultural context, and how the follower identity and action alternatives are negotiated in this process. These findings are discussed in the light of current leadership research, and it is suggested that leadership can be understood as a practical accomplishment. Influence may thus be seen as dependent on or embedded in everyday work, a contention which constitutes a challenge to the widespread distinction between management and leadership.
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252
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Hohman ZP, Hogg MA, Bligh MC. Identity and Intergroup Leadership: Asymmetrical Political and National Identification in Response to Uncertainty. SELF AND IDENTITY 2010. [DOI: 10.1080/15298860802605937] [Citation(s) in RCA: 36] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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253
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Carmeli A, Atwater L, Levi A. How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification. JOURNAL OF TECHNOLOGY TRANSFER 2010. [DOI: 10.1007/s10961-010-9154-y] [Citation(s) in RCA: 106] [Impact Index Per Article: 7.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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254
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Liu W, Zhu R, Yang Y. I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. LEADERSHIP QUARTERLY 2010. [DOI: 10.1016/j.leaqua.2009.10.014] [Citation(s) in RCA: 227] [Impact Index Per Article: 16.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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255
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Schyns B, Day D. Critique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2010. [DOI: 10.1080/13594320903024922] [Citation(s) in RCA: 65] [Impact Index Per Article: 4.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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256
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Affiliation(s)
- Robert G. Lord
- Department of Psychology, University of Akron, Akron, Ohio 44325-4301; ; ;
| | | | - Aaron M. Schmidt
- Department of Psychology, University of Akron, Akron, Ohio 44325-4301; ; ;
| | - Rosalie J. Hall
- Department of Psychology, University of Akron, Akron, Ohio 44325-4301; ; ;
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257
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Black AM, Earnest GW. Measuring the Outcomes of Leadership Development Programs. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2009. [DOI: 10.1177/1548051809339193] [Citation(s) in RCA: 52] [Impact Index Per Article: 3.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The lack of research evaluating the outcomes of leadership development programs and the lack of a suitable evaluation instrument are evident in the literature. This study represents the first attempt at providing a comprehensive method to evaluate and measure leadership development programs on a post-program level. Social learning theory, adult learning theory, and the EvaluLEAD framework influenced the theoretical model developed in this research. The EvaluLEAD principles provide a basis for the conceptual model and results in the development of a program evaluation instrument named the Leadership Program Outcomes Measure. Finally, the application of this measure to one statewide leadership development program is presented.
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258
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Pierro A, Cicero L, Tory Higgins E. Followers’ satisfaction from working with group-prototypic leaders: Promotion focus as moderator. JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 2009. [DOI: 10.1016/j.jesp.2009.06.020] [Citation(s) in RCA: 7] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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259
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Stone TH, Jawahar I, Kisamore JL. Using the theory of planned behavior and cheating justifications to predict academic misconduct. CAREER DEVELOPMENT INTERNATIONAL 2009. [DOI: 10.1108/13620430910966415] [Citation(s) in RCA: 67] [Impact Index Per Article: 4.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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260
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Giessner SR, van Knippenberg D, Sleebos E. License to fail? How leader group prototypicality moderates the effects of leader performance on perceptions of leadership effectiveness. LEADERSHIP QUARTERLY 2009. [DOI: 10.1016/j.leaqua.2009.03.012] [Citation(s) in RCA: 79] [Impact Index Per Article: 5.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
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261
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Zhu W, Avolio BJ, Walumbwa FO. Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement. GROUP & ORGANIZATION MANAGEMENT 2009. [DOI: 10.1177/1059601108331242] [Citation(s) in RCA: 219] [Impact Index Per Article: 14.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
This study examines whether follower characteristics moderate the relationship between transformational leadership and follower work engagement. Data were collected from 140 followers and their 48 supervisors from a diverse range of industries in South Africa. Hierarchical linear modeling results show that follower characteristics moderate the positive relationship between transformational leadership and follower work engagement. More specifically, transformational leadership has a more positive effect on follower work engagement when follower characteristics are more positive. Implications of the findings for theory, research, and practice are discussed.
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262
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Nemanich LA, Vera D. Transformational leadership and ambidexterity in the context of an acquisition. LEADERSHIP QUARTERLY 2009. [DOI: 10.1016/j.leaqua.2008.11.002] [Citation(s) in RCA: 149] [Impact Index Per Article: 9.9] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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263
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WALUMBWA FREDO, AVOLIO BRUCEJ, ZHU WEICHUN. HOW TRANSFORMATIONAL LEADERSHIP WEAVES ITS INFLUENCE ON INDIVIDUAL JOB PERFORMANCE: THE ROLE OF IDENTIFICATION AND EFFICACY BELIEFS. PERSONNEL PSYCHOLOGY 2008. [DOI: 10.1111/j.1744-6570.2008.00131.x] [Citation(s) in RCA: 248] [Impact Index Per Article: 15.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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264
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Wakefield RL, Leidner DE, Garrison G. Research Note—A Model of Conflict, Leadership, and Performance in Virtual Teams. INFORMATION SYSTEMS RESEARCH 2008. [DOI: 10.1287/isre.1070.0149] [Citation(s) in RCA: 114] [Impact Index Per Article: 7.1] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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265
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266
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Sluss DM, Ashforth BE. How Relational and Organizational Identification Converge: Processes and Conditions. ORGANIZATION SCIENCE 2008. [DOI: 10.1287/orsc.1070.0349] [Citation(s) in RCA: 230] [Impact Index Per Article: 14.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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267
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Foldy EG, Goldman L, Ospina S. Sensegiving and the role of cognitive shifts in the work of leadership. LEADERSHIP QUARTERLY 2008. [DOI: 10.1016/j.leaqua.2008.07.004] [Citation(s) in RCA: 116] [Impact Index Per Article: 7.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
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268
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Eckloff T, Quaquebeke NV. „Ich folge Dir, wenn Du in meinen Augen eine gute Führungskraft bist, denn dann kann ich mich auch mit Dir identifizieren.“. ZEITSCHRIFT FUR ARBEITS-UND ORGANISATIONSPSYCHOLOGIE 2008. [DOI: 10.1026/0932-4089.52.4.169] [Citation(s) in RCA: 12] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/04/2022]
Abstract
Untergebene erfolgreich zu beeinflussen, ist eine der zentralen Funktionen von Führung. Daher ist es für die Führungsforschung wie auch für Praktizierende in Organisationen interessant zu verstehen, wann Untergebene ihre Führungskräfte respektieren in dem Sinne, dass sie sich freiwillig und gerne gegenüber deren Einfluss öffnen. Die Forschung zu Führungskraftkategorisierung zeigt, dass die Einflussoffenheit von Untergebenen umso größer ist, je stärker Führungskräfte in der Wahrnehmung der Untergebenen deren idealen Führungsprototypen entsprechen. Dieser Befund wird in der vorliegenden Arbeit mit identitätstheoretischen Konzepten der Führungsforschung in Verbindung gebracht, die davon ausgehen, dass Identifikationsprozessen eine wichtige Rolle bei der Vermittlung von Einflussoffenheit zukommt. In zwei Feldstudien (N1 = 496 und N2 = 700) können wir zeigen, dass der Zusammenhang von Führungskraftkategorisierung und der Offenheit von Untergebenen für Führungseinfluss partiell durch die Identifikation der Untergebenen mit ihren Führungskräften mediiert wird. Die Implikationen dieses Mediationsmodells für Theorie und betriebliche Praxis werden abschließend diskutiert.
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269
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Damen F, van Knippenberg D, van Knippenberg B. Leader Affective Displays and Attributions of Charisma: The Role of Arousal. JOURNAL OF APPLIED SOCIAL PSYCHOLOGY 2008. [DOI: 10.1111/j.1559-1816.2008.00405.x] [Citation(s) in RCA: 44] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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270
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Mannheim B, Halamish H. Transformational leadership as related to team outcomes and contextual moderation. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2008. [DOI: 10.1108/01437730810906353] [Citation(s) in RCA: 10] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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271
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WALKER ALANG, SMITHER JAMESW, WALDMAN DAVIDA. A LONGITUDINAL EXAMINATION OF CONCOMITANT CHANGES IN TEAM LEADERSHIP AND CUSTOMER SATISFACTION. PERSONNEL PSYCHOLOGY 2008. [DOI: 10.1111/j.1744-6570.2008.00122.x] [Citation(s) in RCA: 30] [Impact Index Per Article: 1.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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272
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Walumbwa FO, Wu C, Orwa B. Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. LEADERSHIP QUARTERLY 2008. [DOI: 10.1016/j.leaqua.2008.03.004] [Citation(s) in RCA: 89] [Impact Index Per Article: 5.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
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273
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van Dick R, van Knippenberg D, Kerschreiter R, Hertel G, Wieseke J. Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior. JOURNAL OF VOCATIONAL BEHAVIOR 2008. [DOI: 10.1016/j.jvb.2007.11.009] [Citation(s) in RCA: 138] [Impact Index Per Article: 8.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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274
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van Knippenberg D, de Cremer D. Leadership and fairness: Taking stock and looking ahead. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2008. [DOI: 10.1080/13594320801912137] [Citation(s) in RCA: 13] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
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275
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Sparr JL, Sonnentag S. Fairness perceptions of supervisor feedback, LMX, and employee well-being at work. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2008. [DOI: 10.1080/13594320701743590] [Citation(s) in RCA: 63] [Impact Index Per Article: 3.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
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276
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Damen F, van Knippenberg B, van Knippenberg D. Affective Match in Leadership: Leader Emotional Displays, Follower Positive Affect, and Follower Performance. JOURNAL OF APPLIED SOCIAL PSYCHOLOGY 2008. [DOI: 10.1111/j.1559-1816.2008.00330.x] [Citation(s) in RCA: 81] [Impact Index Per Article: 5.1] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/27/2022]
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277
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Presidential charismatic leadership: Exploring the rhetoric of social change. LEADERSHIP QUARTERLY 2008. [DOI: 10.1016/j.leaqua.2007.12.005] [Citation(s) in RCA: 83] [Impact Index Per Article: 5.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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278
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Willem A, Scarbrough H, Buelens M. Impact of coherent versus multiple identities on knowledge integration. J Inf Sci 2008. [DOI: 10.1177/0165551507086259] [Citation(s) in RCA: 19] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This paper addresses the influence of two competing views of social identity on knowledge integration. One view sees social identity primarily as a coherent characteristic of organizations, which can leverage knowledge integration by unconditional cooperative behaviour, shared values, mindsets, trust, and loyalty. The opposing view considers social identity as multiple and fragmented. This fragmented view emphasizes the problematic nature of social identity for knowledge integration and states that social identity is an additional barrier to knowledge integration in organizations. The aim of this paper is to examine these competing accounts and to develop insight into the underlying mechanisms that lead to the different effects of social identity on knowledge integration. Two polar case studies illustrate the different effects of a coherent versus multiple identity on knowledge integration and the need for a coherent company-wide social identity, instead of a multiple community or group based social identity, to leverage knowledge integration in organizations.
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Affiliation(s)
- Annick Willem
- Faculty of Economics and Business Administration, Ghent University, Belgium,
| | | | - Marc Buelens
- Faculty of Economics and Business Administration, Ghent University, and Vlerick Leuven Ghent Management School, Belgium
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279
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Johnson RE, Chang CHD. Relationships Between Organizational Commitment and Its Antecedents: Employee Self-Concept Matters. JOURNAL OF APPLIED SOCIAL PSYCHOLOGY 2008. [DOI: 10.1111/j.1559-1816.2008.00315.x] [Citation(s) in RCA: 35] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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280
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Abstract
This article reviews major developments from 2000 to early 2007 in the psychological analysis of cognition in organizations. Our review, the first in this series to survey cognitive theory and research spanning the entire field of industrial and organizational psychology, considers theoretical, empirical, and methodological advances across 10 substantive domains of application. Two major traditions, the human factors and organizational traditions, have dominated cognitively oriented research in this field. Our central message is that the technological and human systems underpinning contemporary organizational forms are evolving in ways that demand greater cooperation among researchers across both traditions. Such cooperation is necessary in order to gain theoretical insights of sufficient depth and complexity to refine the explanation and prediction of behavior in organizations and derive psychologically sound solutions to the unprecedented information-processing burdens confronting the twenty-first century workforce.
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Affiliation(s)
- Gerard P Hodgkinson
- Leeds University Business School, University of Leeds, Leeds LS2 9JT, United Kingdom.
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281
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Giessner SR, van Knippenberg D. “License to Fail”: Goal definition, leader group prototypicality, and perceptions of leadership effectiveness after leader failure. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2008. [DOI: 10.1016/j.obhdp.2007.04.002] [Citation(s) in RCA: 120] [Impact Index Per Article: 7.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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282
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Hogue M, Lord RG. A multilevel, complexity theory approach to understanding gender bias in leadership. LEADERSHIP QUARTERLY 2007. [DOI: 10.1016/j.leaqua.2007.04.006] [Citation(s) in RCA: 52] [Impact Index Per Article: 3.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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283
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van Knippenberg D, De Cremer D, van Knippenberg B. Leadership and fairness: The state of the art. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2007. [DOI: 10.1080/13594320701275833] [Citation(s) in RCA: 88] [Impact Index Per Article: 5.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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284
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Greenberg J, Ashton-James CE, Ashkanasy NM. Social comparison processes in organizations. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2007. [DOI: 10.1016/j.obhdp.2006.09.006] [Citation(s) in RCA: 216] [Impact Index Per Article: 12.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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285
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Relational Leadership Theory: Exploring the social processes of leadership and organizing. LEADERSHIP QUARTERLY 2006. [DOI: 10.1016/j.leaqua.2006.10.007] [Citation(s) in RCA: 847] [Impact Index Per Article: 47.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
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286
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McCauley CD, Drath WH, Palus CJ, O'Connor PM, Baker BA. The use of constructive-developmental theory to advance the understanding of leadership. LEADERSHIP QUARTERLY 2006. [DOI: 10.1016/j.leaqua.2006.10.006] [Citation(s) in RCA: 66] [Impact Index Per Article: 3.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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287
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Demographic category membership and leadership in small groups: A social identity analysis. LEADERSHIP QUARTERLY 2006. [DOI: 10.1016/j.leaqua.2006.04.007] [Citation(s) in RCA: 61] [Impact Index Per Article: 3.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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288
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Authentic Leadership: Moving HR Leaders to a Higher Level. RESEARCH IN PERSONNEL AND HUMAN RESOURCES MANAGEMENT 2006. [DOI: 10.1016/s0742-7301(06)25007-2] [Citation(s) in RCA: 21] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/23/2022]
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289
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Day DV, Gronn P, Salas E. Leadership in team-based organizations: On the threshold of a new era. LEADERSHIP QUARTERLY 2006. [DOI: 10.1016/j.leaqua.2006.02.001] [Citation(s) in RCA: 96] [Impact Index Per Article: 5.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
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290
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Epitropaki O, Martin R. The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification. LEADERSHIP QUARTERLY 2005. [DOI: 10.1016/j.leaqua.2005.06.005] [Citation(s) in RCA: 116] [Impact Index Per Article: 6.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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291
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292
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Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality. LEADERSHIP QUARTERLY 2005. [DOI: 10.1016/j.leaqua.2005.06.007] [Citation(s) in RCA: 356] [Impact Index Per Article: 18.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/22/2022]
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293
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Pierro A, Cicero L, Bonaiuto M, van Knippenberg D, Kruglanski AW. Leader group prototypicality and leadership effectiveness: The moderating role of need for cognitive closure. LEADERSHIP QUARTERLY 2005. [DOI: 10.1016/j.leaqua.2005.06.002] [Citation(s) in RCA: 50] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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294
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van Knippenberg B, van Knippenberg D, De Cremer D, Hogg MA. Research in leadership, self, and identity: A sample of the present and a glimpse of the future. LEADERSHIP QUARTERLY 2005. [DOI: 10.1016/j.leaqua.2005.06.006] [Citation(s) in RCA: 54] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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295
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Tyler TR, De Cremer D. Process-based leadership: Fair procedures and reactions to organizational change. LEADERSHIP QUARTERLY 2005. [DOI: 10.1016/j.leaqua.2005.06.001] [Citation(s) in RCA: 51] [Impact Index Per Article: 2.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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296
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297
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De Cremer D, Tyler TR. Managing Group Behavior: The Interplay Between Procedural Justice, Sense of Self, and Cooperation. ADVANCES IN EXPERIMENTAL SOCIAL PSYCHOLOGY 2005. [DOI: 10.1016/s0065-2601(05)37003-1] [Citation(s) in RCA: 96] [Impact Index Per Article: 5.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/03/2022]
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