The Experts below are selected from a list of 360 Experts worldwide ranked by ideXlab platform
Robert G Lord - One of the best experts on this subject based on the ideXlab platform.
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Leadership in applied psychology three waves of theory and Research
Journal of Applied Psychology, 2017Co-Authors: Robert G Lord, David V Day, Stephen J Zaccaro, Bruce J Avolio, Alice H EaglyAbstract:Although in the early years of the Journal Leadership Research was rare and focused primarily on traits differentiating leaders from nonleaders, subsequent to World War II the Research area developed in 3 major waves of conceptual, empirical, and methodological advances: (a) behavioral and attitude Research; (b) behavioral, social-cognitive, and contingency Research; and (c) transformational, social exchange, team, and gender-related Research. Our review of this work shows dramatic increases in sophistication from early Research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared Leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational Leadership. Yet, many of the themes that characterize contemporary Leadership Research were also present in earlier Research. (PsycINFO Database Record
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Leadership theory and Research in the new millennium: Current theoretical trends and changing perspectives
Leadership Quarterly, 2014Co-Authors: Jessica E. Dinh, Jeremy D. Meuser, Robert C. Liden, Robert G Lord, William L. Gardner, Jinyu HuAbstract:Scholarly Research on the topic of Leadership has witnessed a dramatic increase over the last decade, resulting in the development of diverse Leadership theories. To take stock of established and developing theories since the beginning of the new millennium, we conducted an extensive qualitative review of Leadership theory across 10 top-tier academic publishing outlets that included The Leadership Quarterly, Administrative Science Quarterly, American Psychologist, Journal of Management, Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organizational Science, and Personnel Psychology. We then combined two existing frameworks (Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010; Lord & Dinh, 2012) to provide a process-oriented framework that emphasizes both forms of emergence and levels of analysis as a means to integrate diverse Leadership theories. We then describe the implications of the findings for future Leadership Research and theory. © 2013.
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implications of dispositional and process views of traits for individual difference Research in Leadership
Leadership Quarterly, 2012Co-Authors: Jessica E. Dinh, Robert G LordAbstract:This article assesses the conceptual and methodological limitations associated with traditional dispositional approaches to personality and Leadership, and it proposes that more process-oriented approaches will better enable Leadership Research to explore emergent Leadership phenomena such as perception and effectiveness. By reconceptualizing the structure of the self as a dynamic, but stable entity, we maintain that an explicit focus on events as a fundamental level of analysis is needed, which will help reduce the inaccuracies of aggregate retrospective Leadership measures that collapse across different situations and time. Event-level Research methodologies can also help account for the effects that situational contingencies have on leader behavioral flexibility, the development of Leadership skills, and Leadership emergence within shared or distributive Leadership structures.
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Thinking outside the box by looking inside the box: Extending the cognitive revolution in Leadership Research
Leadership Quarterly, 2001Co-Authors: Robert G Lord, Cynthia G. EmrichAbstract:Follower and leader cognitions play critical roles in many organizational phenomena. In this review, we report and reflect on a decade of cognitive Leadership Research. Following a brief introduction, the review is divided into two sections—one devoted to individual and dyadic cognition, and the other to collective cognition. We identified three central themes for each section. For individual and dyadic cognition, we identified metacognitive processes and Leadership, implicit Leadership theories (ILTs), and network based models of ILTs as central themes. For collective cognition, we identified charisma, organizational performance and sensemaking, and transformation and change as central themes. Our goal in this review was to uncover important underlying assumptions of selected studies to illuminate more clearly the path of cognitive Leadership Research over the past 10 years and its potential paths over the next ten years.
Melissa K. Carsten - One of the best experts on this subject based on the ideXlab platform.
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followership theory a review and Research agenda
Leadership Quarterly, 2014Co-Authors: Mary Uhlbien, Ronald E. Riggio, Kevin B Lowe, Melissa K. CarstenAbstract:Abstract While theory and Research on leaders and Leadership abound, followers and followership theory have been given short shrift. It is accepted wisdom that there is no Leadership without followers, yet followers are very often left out of the Leadership Research equation. Fortunately this problem is being addressed in recent Research, with more attention being paid to the role of followership in the Leadership process. The purpose of this article is to provide a systematic review of the followership literature, and from this review, introduce a broad theory of followership into Leadership Research. Based on our review, we identify two theoretical frameworks for the study of followership, one from a role-based approach (“reversing the lens”) and one from a constructionist approach (“the Leadership process”). These frameworks are used to outline directions for future Research. We conclude with a discussion of conceptual and methodological issues in the study of followership theory.
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exploring social constructions of followership a qualitative study
Leadership Quarterly, 2010Co-Authors: Melissa K. Carsten, Mary Uhlbien, Bradley J West, Jaime L Patera, Rob McgregorAbstract:This study adopts a qualitative approach to deconstruct the meaning of followership. Interviews were conducted with employees in various industries to examine how individuals socially construct their roles as followers and to explore followership schemas and contextual influences that relate to these constructions. Results sug gest that while some individuals socially construct definitions around passivity, deference and obedience, others emphasize the importance of constructively questioning and challenging their leaders. With regard to personal qualities that are thought to make followers effective, major themes such as obedience, expressing opinions, and taking initiative were found to be most disparate across different groups of followers. Results also revealed that contextual factors may affect both followership constructions and behavior in the follower role. These findings have important implications regarding a need to examine the construct of followership in Leadership Research, as well as raise interesting possibilities for advancing an “expanded” view of Leadership in organizations.
Mary Uhlbien - One of the best experts on this subject based on the ideXlab platform.
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followership theory a review and Research agenda
Leadership Quarterly, 2014Co-Authors: Mary Uhlbien, Ronald E. Riggio, Kevin B Lowe, Melissa K. CarstenAbstract:Abstract While theory and Research on leaders and Leadership abound, followers and followership theory have been given short shrift. It is accepted wisdom that there is no Leadership without followers, yet followers are very often left out of the Leadership Research equation. Fortunately this problem is being addressed in recent Research, with more attention being paid to the role of followership in the Leadership process. The purpose of this article is to provide a systematic review of the followership literature, and from this review, introduce a broad theory of followership into Leadership Research. Based on our review, we identify two theoretical frameworks for the study of followership, one from a role-based approach (“reversing the lens”) and one from a constructionist approach (“the Leadership process”). These frameworks are used to outline directions for future Research. We conclude with a discussion of conceptual and methodological issues in the study of followership theory.
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organizational discourse analysis oda examining Leadership as a relational process
Leadership Quarterly, 2012Co-Authors: Gail T Fairhurst, Mary UhlbienAbstract:Abstract There was a time when survey Research was our only viable means of studying Leadership processes. That is no longer the case. In its many forms, ODA offers a fly-on-the-wall methodology for Researchers to see more of how Leadership unfolds in a co-created process among relational beings. We showcase a discursive perspective and ODA as a broad set of methods for adding relational views to Leadership Research—and moving beyond Leadership as a quality or characteristic of individuals. We begin with an overview of Leadership as a relational process. From there we provide a primer on a discursive perspective and ODA, followed by a review of several types of ODA with examples. We conclude with a set of key questions Leadership scholars might pose with respect to this broad class of approaches.
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exploring social constructions of followership a qualitative study
Leadership Quarterly, 2010Co-Authors: Melissa K. Carsten, Mary Uhlbien, Bradley J West, Jaime L Patera, Rob McgregorAbstract:This study adopts a qualitative approach to deconstruct the meaning of followership. Interviews were conducted with employees in various industries to examine how individuals socially construct their roles as followers and to explore followership schemas and contextual influences that relate to these constructions. Results sug gest that while some individuals socially construct definitions around passivity, deference and obedience, others emphasize the importance of constructively questioning and challenging their leaders. With regard to personal qualities that are thought to make followers effective, major themes such as obedience, expressing opinions, and taking initiative were found to be most disparate across different groups of followers. Results also revealed that contextual factors may affect both followership constructions and behavior in the follower role. These findings have important implications regarding a need to examine the construct of followership in Leadership Research, as well as raise interesting possibilities for advancing an “expanded” view of Leadership in organizations.
Cynthia G. Emrich - One of the best experts on this subject based on the ideXlab platform.
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Thinking outside the box by looking inside the box: Extending the cognitive revolution in Leadership Research
Leadership Quarterly, 2001Co-Authors: Robert G Lord, Cynthia G. EmrichAbstract:Follower and leader cognitions play critical roles in many organizational phenomena. In this review, we report and reflect on a decade of cognitive Leadership Research. Following a brief introduction, the review is divided into two sections—one devoted to individual and dyadic cognition, and the other to collective cognition. We identified three central themes for each section. For individual and dyadic cognition, we identified metacognitive processes and Leadership, implicit Leadership theories (ILTs), and network based models of ILTs as central themes. For collective cognition, we identified charisma, organizational performance and sensemaking, and transformation and change as central themes. Our goal in this review was to uncover important underlying assumptions of selected studies to illuminate more clearly the path of cognitive Leadership Research over the past 10 years and its potential paths over the next ten years.
Remus Ilies - One of the best experts on this subject based on the ideXlab platform.
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the forgotten ones the validity of consideration and initiating structure in Leadership Research
Journal of Applied Psychology, 2004Co-Authors: Timothy A Judge, Ronald F Piccolo, Remus IliesAbstract:This study provided a meta-analysis of the relationship of the Ohio State Leadership behaviors— Consideration and Initiating Structure—with Leadership. Overall, 163 independent correlations for Consideration and 159 correlations for Initiating Structure were analyzed. Results revealed that both Consideration (.48) and Initiating Structure (.29) have moderately strong, nonzero relations with Leadership outcomes. Consideration was more strongly related to follower satisfaction (leader satisfaction, job satisfaction), motivation, and leader effectiveness, and Initiating Structure was slightly more strongly related to leader job performance and group– organization performance. Validities did vary by Leadership measure, but in most cases validities generalized regardless of the measure used. Overall, the results provide important support for the validity of Initiating Structure and Consideration in Leadership Research.
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personality and Leadership a qualitative and quantitative review
Journal of Applied Psychology, 2002Co-Authors: Timothy A Judge, Remus Ilies, Joyce E Bono, Megan W GerhardtAbstract:This article provides a qualitative review of the trait perspective in Leadership Research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with Leadership were Neuroticism .24, Extraversion .31, Openness to Experience .24, Agreeableness .08, and Conscientiousness .28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with Leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of Leadership across study settings and Leadership criteria (leader emergence and Leadership effectiveness). Overall, the five-factor model had a multiple correlation of .48 with Leadership, indicating strong support for the leader trait perspective when traits are organized according to the five-factor model.
