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In general, when women are asked to describe themselves to others in newly formed groups, they emphasize their open, fair, responsible, and pleasant communal qualities. They give advice, offer assurances, and manage conflicts in an attempt to maintain positive relationships among group members. Women connect more positively to group members by smiling, maintaining eye contact, and responding tactfully to others' comments. Men, conversely, describe themselves as influential, powerful, and proficient at the task that needs to be done. They tend to place more focus on initiating structure within the group, setting standards and objectives, identifying roles, defining responsibilities and standard operating procedures, proposing solutions to problems, monitoring compliance with procedures, and emphasizing the need for productivity and efficiency in the work that needs to be done. As leaders, men are primarily task-oriented, but women tend to be both task- and relationship-oriented. However, these sex differences are only tendencies, and do not manifest themselves within men and women across all groups and situations. Meta-analyses show that people associate masculinity and agency more strongly with leadership than femininity and communion. Such
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the expectations of an organization or society". John Hoyle argues that leaders are recognized by their capacity for caring for others, clear communication, and a commitment to persist. A person who is appointed to a managerial position has the right to command and enforce obedience by virtue of the authority of their position. However, they must possess adequate personal attributes to match this authority, because authority is only potentially available to them. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge her/his role in the organization and reduce it to that of a figurehead. However, only authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this only by gaining a formal position in a hierarchy, with commensurate authority. Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level.
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2642:, Steve Zaffron, and Kari Granger described leadership as "an exercise in language that results in the realization of a future that was not going to happen anyway, which future fulfills (or contributes to fulfilling) the concerns of the relevant parties." In this definition leadership concerns the future and includes the fundamental concerns of the relevant parties. This differs from relating to the relevant parties as "followers" and calling up an image of a single leader with others following. Rather, a future that fulfills the fundamental concerns of the relevant parties indicates the future that was not going to happen is not the "idea of the leader", but rather is what emerges from digging deep to find the underlying concerns of those who are impacted by the leadership.
2707:" and "leadership" have, in the organizational context, been used both as synonyms and with clearly differentiated meanings. However Bennis and Nanus were clear in their distinction in their frequently quoted phrase "Managers are people who do things right and leaders are people who do the right thing". Debate is common about whether the use of these terms should be restricted, and reflects an awareness of the distinction made by Burns between "transactional" leadership (characterized by emphasis on procedures, contingent reward, and management by exception) and "transformational" leadership (characterized by charisma, personal relationships, and creativity). The role of leader is one in which one can try to deal with trust issues and issues derived from lacking trust.
1447:). The theory defines two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation". Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability.
2671:. The formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's model, entry and subsequent advancement is by merit or seniority. Employees receive a salary and enjoy a degree of tenure that safeguards them from the arbitrary influence of superiors or of powerful clients. The higher one's position in the hierarchy, the greater one's presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. This bureaucratic structure forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position.
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2719:, more than one person provides direction to the group as a whole. It is furthermore characterized by shared responsibility, cooperation, and mutual influence among team members. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. Others may see the traditional leadership of a boss as costing too much in team performance. In some situations, the team members best able to handle any given phase of the project become the temporary leaders. Additionally, as each team member has the opportunity to experience the elevated level of empowerment, it energizes staff and feeds the cycle of success.
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they have contributed to group effectiveness and cohesion. While functional leadership theory has most often been applied to team leadership, it has also been effectively applied to broader organizational leadership as well. In summarizing literature on functional leadership, researchers observed five broad functions a leader performs when promoting organization's effectiveness. These functions include environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group's work.
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evidence suggested that people who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual traitâsituational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of the leader behaviors that were effective. This approach dominated much of the leadership theory and research for the next few decades.
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style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not "take charge", they can be perceived as a failure in protracted or thorny organizational problems. Theorists defined the style of leadership as contingent to the situation; this is sometimes called
2875:, and competition for uniting behind the one chief male of the land. This position is contentious. Many animals apart from apes are territorial, compete, exhibit violence, and have a social structure controlled by a dominant male (lions, wolves, etc.), suggesting Wrangham and Peterson's evidence is not empirical. However, we must examine other species as well, including elephants (which are matriarchal and follow an alpha female), meerkats (which are likewise matriarchal), sheep (which "follow" in some sense castrated
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favorable job assignments, and developmental experiences. If the follower shows high commitment and effort followed by additional rewards, both parties develop mutual trust, influence, and support of one another. Research shows the in-group members usually receive higher performance evaluations from the leader, higher satisfaction, and faster promotions than out-group members. In-group members are also likely to build stronger bonds with their leaders by sharing the same social backgrounds and interests.
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interaction is viewed as a fair exchange whereby the leader provides certain benefits such as task guidance, advice, support, and/or significant rewards and the followers reciprocate by giving the leader respect, cooperation, commitment to the task and good performance. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them. LMX theorizes that the type of exchanges between the leader and specific followers can lead to the creation of
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that the influence of individual characteristics on outcomes is best understood by considering the person as an integrated totality rather than a summation of individual variables. In other words, the leader-attribute-pattern approach argues that integrated constellations or combinations of individual differences may explain substantial variance in both leader emergence and leader effectiveness beyond that explained by single attributes, or by additive combinations of multiple attributes.
2294:. He points out that even as most bosses are men, most employees dislike them and often quit jobs because of them, and many political and business leaders are disliked and demonstrably fail. Chamorro-Premuzic advocates that instead of teaching women to be more like men, people of both genders should be educated in and selected for leadership on the basis of traits that evidence shows make good leaders, including emotional intelligence, calmness, resilience, self-awareness, and humility.
2260:), or individualized consideration. Idealized influence and inspirational motivation are when a leader is able to envision and communicate a mutually desirable future state. Intellectual stimulation is when a leader helps their followers to become more creative and innovative. Individualized consideration is when a leader pays attention to the developmental needs of their followers, supporting and coaching them. A transformational leader is one who lead others to lead themselves.
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2220:. In this style, the leadership is externalized from the leader who serves as a guardian of the methodology and a "servant" or service provider to the team they lead. The cohesion and common direction of the team is dictated by a common culture, common goals and sometimes a specific methodology. This style is different from the laissez-faire in that the leader constantly works towards reaching the common goals as a team, but without giving explicit directions on tasks.
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1540:. Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for a subordinate or acting in a supportive manner towards others. Initiating structure involves the actions of the leader focused specifically on task accomplishment. This could include role clarification, setting performance standards, and holding subordinates accountable to those standards.
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suggests that the vast empirical literature on leadership may tell us more about the success of individual managerial careers than the success of these people in leading groups, teams, and organizations. The authors then summarize the evidence showing that leaders do indeed affect the performance of organizations--for better or for worse--and conclude by describing the mechanisms through which they do so.
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described how a leader clearly and accurately communicates with the followers, defines goals, and determines how tasks are performed. These are considered "task oriented" behaviors. The second dimension, "consideration", indicates the leader's ability to build an interpersonal relationship with their followers, and to establish a form of mutual trust. These are considered "social oriented" behaviors.
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together under the umbrella of leadership performance. "Leadership performance" may refer to the career success of the individual leader, performance of the group or organization, or even leader emergence. Each of these measures can be considered conceptually distinct. While they may be related, they are different outcomes and their inclusion should depend on the applied or research focus.
1420:) said that the times produce the person and not the other way around. This theory assumes that different situations call for different characteristics: no single optimal psychographic profile of a leader exists. According to the theory, "what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions."
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origins of leadership differ from those of dominance. In one study, van Vugt and his team looked at the relation between basal testosterone and leadership versus dominance. They found that testosterone correlates with dominance but not with leadership. This was replicated in a sample of managers in which there was no relation between hierarchical position and testosterone level.
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1613:âis an "inner" level and concerns a person's growth toward greater leadership presence, know-how, and skill. Working on one's personal leadership has three aspects: (1) Technical know-how and skill, (2) Developing the right attitude toward other people, which is the basis of servant leadership, and (3) Psychological self-mastery, the foundation for authentic leadership.
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seek leadership. Anecdotal and empirical evidence support a stable relationship between specific traits and leadership behavior. Using a large international sample researchers found three factors that motivate leaders: affective identity (enjoyment of leading), non-calculative (leading earns reinforcement), and social-normative (sense of obligation).
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by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person's ability to enforce action through the control of a means of punishment.
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self-efficacy for leadership, self-monitoring, and social motivation. Other areas of study in relation to how and why leaders emerge include narcissistic traits, absentee leaders, and participation. Today's sophisticated research methods look at personality characteristics in combination to determine patterns of leadership emergence.
1172:, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative reviews of the past. Equipped with new methods, leadership researchers revealed the following:
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circumstances, but they might also arise from political influences, monetary incentives, or the personal agendas of the author, media, or leader. Consequently, the impression of leaders is often constructed and may not accurately mirror their genuine leadership attributes. This highlights the historical role of concepts like
1481:. According to House, "leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance". The theory identifies four leader behaviors,
1005:) evolved a need for a new paradigm with which to characterize elected politicians and job-granting employersâthus the development and theorizing of the idea of "leadership". The functional relationship between leaders and followers may remain, but acceptable (perhaps euphemistic) terminology has changed.
1291:, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of
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and assert that people abrogate their responsibility to think and will actions for themselves. While the conventional view of leadership may satisfy people who "want to be told what to do", these critics say that one should question subjection to a will or intellect other than one's own if the leader
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Cognitive capacity includes intelligence, analytical and verbal ability, behavioral flexibility, and good judgment. Individuals with these traits can formulate solutions to difficult problems, work well under stress or deadlines, adapt to changing situations, and create well-thought-out plans for the
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Women who work in a very paternalistic culture or industry (e.g. the oil or engineering industry), often deal with limitations in their careers that prevent them from advancing into leadership positions. This may be due to a mentality that insists only males carry leadership characteristics. The term
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Paternalism leadership styles often reflect a father-figure mindset. The structure of team is organized hierarchically where the leader is viewed above the followers. The leader also provides both professional and personal direction in the lives of the members. Members' choices are limited due to the
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Relationship-oriented leaders are focused on developing the team and the relationships in it. The positives to having this kind of environment are that team members are more motivated and have support. However, the emphasis on relations as opposed to getting a job done might make productivity suffer.
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Unlike leaders who prioritize accommodating group members, those with a task-oriented approach concentrate on obtaining precise solutions to fulfill production aims. Consequently, they are skilled at ensuring timely goal attainment, although the well-being of their group members might be compromised.
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The democratic or participative leadership style involves the leader actively sharing decision-making responsibilities with group members. This approach emphasizes collaboration and values the input of all team members, fostering a sense of ownership and inclusivity within the group. By promoting the
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Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in
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Individuals who closely manage and adjust their behavior based on the social context, often referred to as high self-monitors, have a greater tendency to assume leadership roles within a group. This propensity is attributed to their heightened interest in elevating their status and their readiness to
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specifically, leaders tend to be high in extroversion. Introversionâextroversion is also the quality that can be judged most easily among those in the Big Five Traits. Agreeableness, the last factor of the Big Five personality traits, does not seem to play any meaningful role in leadership emergence.
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Those who emerge as leaders tend to be more extroverted, conscientious, emotionally stable, and open to experience, although these tendencies are stronger in laboratory studies of leaderless groups. However, introversionâextroversion appears to be the most influential quality in leadership emergence;
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members are perceived by the leader as being more experienced, competent, and willing to assume responsibility than other followers. The leader begins to rely on these individuals to help with especially challenging tasks. If the follower responds well, the leader rewards him/her with extra coaching,
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Thus like the 'Animalism' of Orwell, democracy is gradually slipping into a quagmire to be equated with 'Leaderism'. The leader frequently closets with a select band of confidants, aka coterie, and evolves the principles of leaderism. Thus the gospel of leaderism is then flown down to the party rank
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Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held
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Sociability describes leaders who are friendly, extroverted, tactful, flexible, and interpersonally competent. Such a trait enables leaders to be accepted by the public, use diplomatic measures to solve issues, and adapt their social persona to the situation at hand. Mother Teresa was an exceptional
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Some researchers argued that the influence of leaders on organizational outcomes is overrated and romanticized as a result of biased attributions about leaders. Despite these assertions, however, it is largely recognized and accepted by practitioners and researchers that leadership is important, and
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style. They are task-oriented, active, decision focused, independent, and goal oriented. Women, on the other hand, are generally more communal when they assume a leadership position; they strive to be helpful towards others, warm in relation to others, understanding, and mindful of others' feelings.
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refers to an exchange relationship between a leader and followers in which they both strive to meet their own self-interests. The term transactional leadership was introduced by Weber in 1947. There are several forms of transactional leadership, the first being contingent reward, in which the leader
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There are no set conditions for this characteristic to become emergent. However, it must be sustained by an individual's belief that they have the ability to learn and improve it with time. Individuals partly evaluate their own capabilities by observing others; working with a superior who is seen as
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Individuals with higher intelligence exhibit superior judgement, higher verbal skills (both written and oral), quicker learning and acquisition of knowledge, and are more likely to emerge as leaders. Correlation between IQ and leadership emergence was found to be between .25 and .30. However, groups
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at work. The leader's behavior creates situations and events that lead to emotional response, for example by giving feedback, allocating tasks, and distributing resources. Since employee behavior and productivity are affected by their emotional states, it is imperative to consider employee emotional
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Public expressions of mood impact how group members think and act. When people experience and express mood, they send signals to others. Leaders signal their goals, intentions, and attitudes through their expressions of moods. For example, expressions of positive moods by leaders signal that leaders
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The transactional leader is given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the
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The first twoâpublic and private leadershipâare "outer" or behavioral levels. These behaviors address what
Scouller called "the four dimensions of leadership". These dimensions are: (1) a shared, motivating group purpose; (2) action, progress and results; (3) collective unity or team spirit; and (4)
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The
Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing a new element â the need for leaders to develop their leadership presence, attitude
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is a positive reinforcer for a particular employee. This employee does not show up to work on time every day. The manager decides to praise the employee for showing up on time every day the employee actually shows up to work on time. As a result, the employee comes to work on time more often because
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The
Michigan State Studies, which were conducted in the 1950s, made further investigations and findings that positively correlated behaviors and leadership effectiveness. Although they had similar findings as the Ohio State studies, they also contributed an additional behavior identified in leaders:
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In 1945, Ohio State
University conducted a study which investigated observable behaviors portrayed by effective leaders. They identified particular behaviors that were reflective of leadership effectiveness. They narrowed their findings to two dimensions. The first dimension, "initiating structure",
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In the late 1940s and early 1950s, a series of qualitative reviews prompted researchers to take a drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall
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have explored the question "What qualities distinguish an individual as a leader?" Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based
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this conception of leadership is entirely organizational, in the sense that it involves acknowledging the inherent problems and contradictions of organization and raising the prospect that these can be solved by heroic charismatic leadership. No wonder leadership is so attractive. But the current
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In the case of individuals toxic leadership refers to ongoing, deliberate, intentional actionsâthe 'arrow'âby a leader to undermine the sense of dignity, self-worth and efficacy of an individualâthe 'poison'. This results in exploitative, destructive, devaluing and demeaning work experiences. These
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The authors propose conceptualizing leadership and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The authors next offer a taxonomy of the dependent variables used as criteria in leadership studies. A review of research using this taxonomy
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Throughout the ages it was believed that leaders were born, that the ability to lead was somehow inherited through the blood. In spite of many examples throughout history of blue-blood leadership ineptitude, birthright and competency became intertwined in the human psyche. This perception remained
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Group members' dependence on group leaders can lead to reduced self-reliance and overall group strength. Most people prefer to be led than to be without a leader. This "need for a leader" becomes especially strong in troubled groups that are experiencing some sort of conflict. Group members tend to
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is a process that occurs within an individual. Self-leadership is having a developed sense of who you are, what you can achieve, and what are your goals are, coupled with the ability to affect your emotions, behaviors, and communication. At the center of leadership is the person who is motivated to
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A leader is a person who influences a group of people towards a specific result. In this scenario, leadership is not dependent on title or formal authority. Ogbonnia defines an effective leader "as an individual with the capacity to consistently succeed in a given condition and be viewed as meeting
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Integrity is demonstrated in leaders who are truthful, trustworthy, principled, consistent, dependable, loyal, and not deceptive. Leaders with integrity often share these values with their followers, as this trait is mainly an ethics issue. These leaders keep their word and are honest and open with
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Another way to conceptualize leader performance is to focus on the outcomes of the leader's followers, group, team, unit, or organization. In evaluating this type of leader performance, two general strategies are typically used. The first relies on subjective perceptions of the leader's performance
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Countries that follow paternalism, such as India, allow for women to be treated unjustly. Issues such as child marriage and minor punishments for perpetrators in crimes against women shape society's view on how women should be treated. This can prevent women from feeling comfortable speaking out in
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Leaders like
Mahatma Gandhi, Abraham Lincoln, and Nelson Mandela share traits that an average person does not. Research indicates that up to 30% of leader emergence has a genetic basis. No research has found a âleadership geneâ; instead we inherit certain traits that might influence our decision to
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represents the consistent or homogeneous affective reactions within a group. Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do
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Leaderâmember exchange (LMX) theory addresses a specific aspect of the leadership process, which evolved from an earlier theory called the vertical dyad linkage model. Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this
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Most of the situational/contingency and functional theories assume that leaders can change their behavior to meet differing circumstances or widen their behavioral range at will, when in practice many find it hard to do so because of unconscious beliefs, fears, or ingrained habits. Thus, he argued,
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Some theorists synthesized the trait and situational approaches. Building upon the research of Lewin et al., academics normalized the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in. The authoritarian leadership
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Positive reinforcement is a successful technique used by leaders to motivate and attain desired behaviors from subordinates. Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air
Freight have all used reinforcement to increase productivity. Empirical research covering the last
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Leadership of small groups is often created to respond to a situation or critical incident. In most cases, these teams are tasked to operate in remote and changeable environments with limited support or backup ("action environments"). Leadership of people in these environments requires a different
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of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human lifeâthe spontaneous emergence of groups and organizations as ends in
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Measuring leadership has proven difficult and complexâeven impossible. Attempts to assess leadership performance via group performance bring in multifarious different factors. Different perceptions of leadership itself may lead to differing measuring methods. Nevertheless, leadership theoreticians
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Autocratic leaders do not ask for or entertain any suggestions or initiatives from subordinates. Autocratic management can be been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to
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A willingness to participate in a group can indicate a person's interest as well as their willingness to take responsibility for how the group performs. Those who do not say much during a group meeting are less likely to emerge as a leader than those who speak up. There is however some debate over
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Considering the criticisms of the trait theory outlined above, several researchers adopted a different perspective of leader individual differencesâthe leader-attribute-pattern approach. In contrast to the traditional approach, the leader-attribute-pattern approach is based on theorists' arguments
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Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline... Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on the strength of courage results in violence.
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Any of a dozen factors can make the position of master, employer, or leader, very difficult and frustrating. How refreshing it must be for a slave master, or employer, or leader to run into a person who treats him with respect whether he's present or absent, who works diligently at all times, who
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One approach to team leadership examines action-oriented environments, where effective functional leadership is required to achieve critical or reactive tasks by small teams deployed into the field. Some examples of action-oriented leadership include extinguishing a rural fire, locating a missing
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unite behind the chief male of the land. Bonobos show deference to an alpha or top-ranking female that, with the support of her coalition of other females, can prove as strong as the strongest male. Thus, if leadership amounts to getting the greatest number of followers, then among the bonobos, a
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present cases of leadership in non-human animals, from ants and bees to baboons and chimpanzees. They suggest that leadership has a long evolutionary history and that the same mechanisms underpinning leadership in humans appear in other social species, too. They also suggest that the evolutionary
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Self-confidence encompasses the traits of high self-esteem, assertiveness, emotional stability, and self-assurance. Leaders who are self-confident do not doubt themselves or their abilities and decisions. They also can project this self-confidence onto others, building their trust and commitment.
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and the positive effects it has on a female employee's mental health and return to work. In Sweden, it was shown that the increased flexibility in timing for mothers to return to work decreased the odds of poor mental health reports. In non-western cultures that mostly follow paternalism, lack of
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often wrote his own versions of battles he was involved in, so that when he arrived home in
England, he would receive a true hero's welcome. In modern society, various media outlets, including the press and blogs, present their own interpretations of leaders. These depictions can stem from actual
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Functional leadership theory addresses specific leader behaviors that contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when
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The difference leaders make is not always positive in nature. Leaders sometimes focus on fulfilling their own agendas at the expense of others, including their own followers. Leaders who focus on personal gain by employing stringent and manipulative leadership styles often make a difference, but
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Leadership has been described as one of the least understood concepts across all cultures and civilizations. Many researchers have stressed the prevalence of this misunderstanding, stating that several flawed assumptions, or myths, concerning leadership interfere with people's conception of what
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In prehistoric times, humanity was preoccupied with personal security, maintenance, protection, and survival. Now humanity spends a major portion of its waking hours working for organizations. The need to identify with a community that provides security, protection, maintenance, and a feeling of
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A field in which leadership style has gained attention is that of military science, which expresses a holistic and integrated view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence are military bearing, physical
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Many personality characteristics are reliably associated with leadership emergence. The list includes, but is not limited to: assertiveness, authenticity, Big Five personality factors, birth order, character strengths, dominance, emotional intelligence, gender identity, intelligence, narcissism,
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Scouller argued that self-mastery is the key to growing one's leadership presence, building trusting relationships with followers, and dissolving one's limiting beliefs and habits. This enables behavioral flexibility as circumstances change, while staying connected to one's core values (that is,
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Interactionist leadership scholars also have argued that trait-based or situational accounts of leadership ignore how a leader can affect a situation or how a situation may influence leaders. Interactionist theories of leadership link personâsituation variables in a network of multidirectional
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be more contented and productive when they have a leader to guide them. Although individuals filling leadership roles can be a direct source of resentment for followers, most people appreciate the contributions that leaders make to their groups and consequently welcome the guidance of a leader.
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Task-oriented leadership is a style characterized by a leader's concentration on the necessary tasks to achieve specific production objectives. Leaders following this approach emphasize the creation of systematic solutions for given problems or goals, ensuring strict adherence to deadlines, and
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generally refers to behavior that contributes to organizational success. Campbell identified a number of specific types of performance dimensions; leadership was one of them. There is no consistent, overall definition of leadership performance. Many distinct conceptualizations are often lumped
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Individuals with high emotional intelligence have increased ability to understand and relate to people. They have skills in communicating and decoding emotions and they deal with others wisely and effectively. Such people communicate their ideas in more robust ways, are better able to read the
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and standard benefits. The leader spends less time with out-group members, they have fewer developmental experiences, and the leader tends to emphasize his/her formal authority to obtain compliance to leader requests. Research shows that out-group members are less satisfied with their job and
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Relationship-oriented leadership is a style in which the leader focuses on the relationships amongst the group and is generally more concerned with the overall well-being and satisfaction of group members. Relationship-oriented leaders emphasize communication within the group, show trust and
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Neo-emergent theory describes the use of intelligent information management to account for stewardship to benefit the leader. The practice is widespread, where for example, a leader or other stakeholders use sponsored advertisements, press releases and blogs on social media to create a good
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Most theories in the 20th century argued that great leaders were born, not made. Later studies indicated that leadership is more complex and cannot be boiled down to a few key traits of an individual: One such trait or set of traits does not make an extraordinary leader. Scholars have found
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The quantity of participation is more important that the quality of these contributions when it comes to leader emergence. However, some studies indicate that there must be some element of quality combined with quantity to support leader emergence. Thus, while sheer quantity does matter to
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participative behavior (also called "servant leadership"), or allowing the followers to participate in group decision making and encouraged subordinate input. This entails avoiding controlling types of leadership and allows more personal interactions between leaders and their subordinates.
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A number of negative traits of leadership have also been studied. Individuals who take on leadership roles in turbulent situations, such as groups facing a threat or ones in which status is determined by intense competition among rivals within the group, tend to be narcissistic: arrogant,
9077:' "leaderism" - as an emerging set of beliefs that frames and justifies certain innovatory changes in contemporary organizational and managerial practice - is a development of managerialism that has been utilized and applied within the policy discourse of public service reform in the UK '
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if our civilisation is to survive, we must break with the habit of deference to great men. Great men may make great mistakes; and some of the greatest leaders of the past supported the perennial attack on freedom and reason. Their influence, too rarely challenged, continues to mislead
2077:
is French and literally means "let them do"). Subordinates are given the right and power to make decisions to establish goals and work out the problems or hurdles, and are given a high degree of independence and freedom to formulate their own objectives and ways to achieve them..
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teams into client plant sites. Leadership of these teams requires hands-on experience and a lead-by-example attitude to empower team members to make well thought-out and concise decisions independent of executive management and/or home-base decision-makers. Early adoption of
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Scouller's model aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and psychologically as leaders. The three levels in his model are public, private, and personal leadership:
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from subordinates, superiors, or occasionally peers or other parties. The other type of effectiveness measures are more objective indicators of follower or unit performance, such as measures of productivity, goal attainment, sales figures, or unit financial performance.
1970:
Existing research has shown that absentee leadersâthose who rise into power, but not necessarily because of their skills, and who are marginally engaging with their roleâare actually worse than destructive leaders, because it takes longer to pinpoint their mistakes.
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Individuals with dominant personalities (they describe themselves as high in the desire to control their environment and influence other people, and are likely to express their opinions in a forceful way) are more likely to act as leaders in small-group situations.
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Those born first in their families, and only children, are hypothesized to be more driven to seek leadership and control in social settings. Middle-born children tend to accept follower roles in groups, and later-borns are thought to be rebellious and creative.
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Not all groups need have a designated leader. Groups that are primarily composed of women, are limited in size, are free from stressful decision-making, or only exist for a short period of time (e.g., student work groups; pub quiz/trivia teams) often undergo a
2012:
A leadership style is a leader's way of providing direction, implementing plans, and motivating people. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership.
1361:. Positive reinforcement occurs when a positive stimulus is presented in response to a behavior, which increases the likelihood of that behavior in the future. The following is an example of how positive reinforcement can be used in a business setting. Assume
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action oriented development and deployment allowed remote plant sites to deploy up-to-date software patches frequently and without dependency on core team deployment schedules, satisfying the clients' needs to rapidly patch production environment bugs.
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leadership traits of an individual that do not change from situation to situationâtraits such as intelligence, assertiveness, or physical attractiveness. However, each key trait may be applied to situations differently, depending on the circumstances.
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distributes authority and decision-making power among all members rather than centralizing it with the leader alone. This method enhances team morale and engagement and leverages diverse perspectives to drive more well-rounded and informed decisions.
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some constructivists question whether any such thing as leadership exists out there in the world. So for
Gemmill and Oakley (2002), leadership is a myth equivalent to a belief in UFOs. For Spoelstra (2013), leadership is an invisible, non-objective
1129:(1869) examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree relatives, Galton concluded that leadership was inherited.
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People who exhibit both a drive for achievement and a desire for social connections tend to participate actively in group-based efforts to solve problems. Additionally, they have a higher likelihood of being chosen as leaders within these groups.
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Determination and drive include traits such as initiative, energy, assertiveness, perseverance, and sometimes dominance. People with these traits wholeheartedly pursue their goals, work long hours, are ambitious, and often are very competitive.
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the employee likes to be praised. In this example, praise (the stimulus) is a positive reinforcer for this employee because the employee arrives at work on time (the behavior) more frequently after being praised for showing up to work on time.
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In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors by evaluating the behavior of successful leaders, determining a behavior taxonomy, and identifying broad leadership styles.
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has been studied as a factor in the emergence of leaders. It posits that leader emergence is highly correlated with the quantity of speaking timeâspecifically, those who speak a lot in a group setting are more likely to become a group leader.
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The main theme of theory of elite is that 'when the masses in a country believe that they can do without aristocracy, the nation inevitably declines. In their disillusionment the masses again turn to the new leadership and a new aristocracy
3008:). This romanticized view of leadershipâthe tendency to overestimate the degree of control leaders have over their groups and their groups' outcomesâignores the existence of many other factors that influence group dynamics. For example,
1523:
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fitness, confidence, and resilience. The leader's intellectual capacity helps to conceptualize solutions and acquire knowledge to do the job. A leader's conceptual abilities apply agility, judgment, innovation, interpersonal tact, and
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pervades bureaucratic thinking, just as it pervades economic theory and practice, politics, and personal lives. Practice as art should refuse the one-dimensionality of the thinking that regards the leadership cult as mere common
2307:. Although the barriers listed below may be more severe in non-western cultures, this does not imply that westernized cultures do not have these barriers as well. These subsections aim to compare the differences between the two:
1135:(1853â1902) believed that public-spirited leadership could be nurtured by identifying young people with "moral force of character and instincts to lead", and educating them in contexts (such as the collegiate environment of the
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refers to undesired projects that are often given to women because they have an increased risk of failure. These undesired projects are given to female employees where they are more likely to fail and leave the organization.
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Various leadership behaviors facilitate these functions. In initial work identifying leader behavior, Fleishman observed that subordinates perceived their supervisors' behavior in terms of two broad categories referred to as
1139:) that further developed such characteristics. International networks of such leaders could help to promote international understanding and help "render war impossible". This vision of leadership underlay the creation of the
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generally prefer leaders that do not exceed in intelligence the prowess of average member by a wide margin, as they fear that high intelligence may be translated to differences in communication, trust, interests, and values
2319:. The literature and research done on women emerging as leaders in a society that prefers men is lacking. This hinders women from knowing how to reach their leadership goals, and fails to educate men about this disparity.
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MacLaren, Neil G.; Yammarino, Francis J.; Dionne, Shelley D.; Sayama, Hiroki; Mumford, Michael D.; Connelly, Shane; Martin, Robert W.; Mulhearn, Tyler J.; Todd, E. Michelle; Kulkarni, Ankita; Cao, Yiding (October 2020).
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and/or group authority in the workplace and elsewhere and by focusing on the skills and attitudes that a person needs in general rather than separating out "leadership" as the basis of a special class of individuals.
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Members of groups whose leaders are in a positive mood experience more positive mood than do group members with leaders in a negative mood. Leaders transmit their moods to other group members through the mechanism of
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need not be watched like a hawk, who is a self-started with a tongue well under control: the
Christian slave or worker! What honor to Christ is brought by such a slave or worker! Such a person's Christianity is real.
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is someone who has responsibility over a group of people or an organization, and who abuses the leader-follower relationship by leaving the group or organization in a worse-off condition than when he/she joined it.
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Many things contribute to barriers to women's entrance into leadership. These barriers also differ among cultures. Despite the increasing number of female leaders in the world, only a small fraction come from
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future. Steve Jobs and
Abraham Lincoln had the traits of determination and drive as well as possessing cognitive capacity, demonstrated by their ability to adapt to their continuously changing environments.
1501:, the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. The path-goal model can be classified both as a
967:
Prior to the 19th century, the concept of leadership had less relevance than todayâsociety expected and obtained traditional deference and obedience to lords, kings, master-craftsmen, and slave-masters. The
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Psychologist Tomas Chamorro-Premuzic proposes that incompetent men are disproportionately promoted into leadership positions because instead of testing rigorously for competence, employers are attracted to
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Comparable to the Roman tradition, the views of Confucianism on 'right living' relate very much to the ideal of the (male) scholar-leader and his benevolent rule, buttressed by a tradition of filial piety.
1869:
Individuals who are more aware of their personality qualities, including their values and beliefs, and are less biased when processing self-relevant information, are more likely to be accepted as leaders.
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the cult of leadership undervalues both leadership and management, and is a source of mismatched expectations. much of what is deemed to be 'leadership' is not leadership at all: it is highly effective
1854:
The relationship between assertiveness and leadership emergence is curvilinear: individuals who are either low in assertiveness or very high in assertiveness are less likely to be identified as leaders.
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Another factor that affects leadership style is whether the leader is male or female. When men and women come together in groups, they tend to adopt different leadership styles. Men generally assume an
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in which leadership styles were connected to situational variables, defining which approach was more suitable to which situation. This approach supported the idea that a manager could rely on different
2246:, in which the leader monitors performance of the follower and takes corrective action if standards are not met. Finally transactional leaders may be laissez-faire, avoiding taking any action at all.
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Matthews, Michael D.; Eid, Jarle; Kelly, Dennis; Bailey, Jennifer K. S.; Peterson, Christopher (2006). "Character strengths and virtues of developing military leaders: An international comparison".
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set of skills to that of leaders in front-line management. These leaders must effectively operate remotely and negotiate the needs of the individual, team, and task within a changeable environment.
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allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionally, during the 1980s statistical advances allowed researchers to conduct
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responses to organizational leaders. Emotional intelligenceâthe ability to understand and manage moods and emotions in the self and othersâcontributes to effective leadership within organizations.
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while remaining authentic). To support leaders' development, he introduced a new model of the human psyche and outlined the principles and techniques of self-mastery, which include the practice of
4394:
Lord, R. G.; De Vader, C. L.; Alliger, G. M. (1986). "A meta-analysis of the relation between personality traits and leader perceptions: An application of validity generalization procedures".
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Those seeking leadership positions in a military organization had elevated scores on a number of indicators of strength of character, including honesty, hope, bravery, industry, and teamwork.
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1914:
politics of a situation, are less likely to lose control of their emotions, are less likely to be inappropriately angry or critical, and in consequence are more likely to emerge as leaders.
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It is impossible to measure leadership or judge a leader solely by observation of the leader himself. The real quality of leadership must be judged in relation to the behavior of the group.
2960:, and domination to influence others is not a requirement for leadership. People who seek group consent and strive to act in the best interests of others can also become effective leaders.
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female almost always exerts the strongest and most effective leadership. (Incidentally, not all scientists agree on the allegedly peaceful nature of the bonobo or with its reputation as a "
1732:
Leadership can be an emotion-laden process, with emotions entwined with the social influence process. A leader's mood affects his/her group. These effects can be described in three levels:
1277:, for example, posited that leadership requires a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential.
1113:
A number of works in the 19th century â when the traditional authority of monarchs, lords, and bishops had begun to wane â explored the trait theory at length: especially the writings of
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There is a systemic character in the urge for the cult of leadership, and it extends throughout governance. It is crystallized in the deference to leadership in public bureaucracy . The
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2667:. Its design specifies how goals are subdivided and this is reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work
2976:(failure to respond or offer assistance) that tends to develop within groups faced with an emergency is significantly reduced in groups guided by a leader. Moreover, group performance,
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8814:
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Dansereau, F.; Graen, G.; Haga, W. J. (1975). "A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process".
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While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.
1374:
leads to a 17 percent increase in performance. Additionally, many reinforcement techniques such as the use of praise are inexpensive, providing higher performance for lower costs.
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The Mandate of Heaven implies that the legitimacy of political leadership as well as its leading figures come from not only their political power derived from their positions and
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Leaders who demonstrate persistence, tenacity, determination, and synergistic communication skills will bring out the same qualities in their groups. Good leaders use their own
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3004:
or for "heroic charismatic leadership" - a "cult of leadership" in the abstract (as distinct from the cult of a given leader/leadership-group or from some individual-oriented
3000:
it is generally assumed that group leaders make all the difference when it comes to group influence and overall goal-attainment. This view relates to reverence for leadership
3020:
and established standards influence group functionality. For this reason, it is unwarranted to assume that all leaders are in complete control of their groups' achievements.
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Erhard, Werner; Jensen, Michael C.; Granger, Kari (2011). "Creating Leaders: An Ontological/Phenomenological Model". In Snook, Scott; Nohria, Nitin; Khurana, Rakesh (eds.).
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Graen, G. B.; Novak, M. A.; Sommerkamp, P. (1982). "The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model".
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style may be more effective. The best style is one that most effectively achieves the objectives of the group while balancing the interests of its individual members.
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organization, receive lower performance evaluations from the leader, see their leader as less fair, and are more likely to file grievances or leave the organization.
1570:(2011). Scouller argued that older theories offered only limited assistance in developing a person's ability to lead effectively. He pointed out, for example, that:
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Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, then one can be a leader.
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There is no leadership: only effective management: Lessons from Lee's Perfest Battle, Xenophon's Cyrus the Great and the practice of the best managers in the world
4765:
Mumford, M. D.; Zaccaro, S. J.; Harding, F. D.; Jacobs, T. O.; Fleishman, E. A. (2000). "Leadership skills for a changing world solving complex social problems".
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do not distinguish between the leadership attributes that are generally not malleable over time and those that are shaped by, and bound to, situational influences
4535:
Kickul, J.; Neuman, G. (2000). "Emergence leadership behaviors: The function of personality and cognitive ability in determining teamwork performance and KSAs".
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deem progress toward goals to be good. The group members respond to those signals cognitively and behaviorally in ways that are reflected in the group processes.
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leader to evaluate, correct, and train subordinates when productivity is not up to the desired level, and reward effectiveness when expected outcome is reached.
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Koch, A. J.; D'Mello, S. D.; Sackett, P. R. (2015). "A Meta-Analysis of Gender Stereotypes and Bias in Experimental Simulations of Employment Decision Making".
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Traits theories, which tend to reinforce the idea that leaders are born not made, might help us select leaders, but they are less useful for developing leaders.
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Larson, J. R. Jr.; Christensen, C.; Abbot, A. S.; Franz, T. M. (1996). "Diagnosing groups: Charting the flow of information in medical decision-making teams".
1838:
Leadership emergence is the idea that people born with specific characteristics become leaders, and those without these characteristics do not become leaders.
7595:...consideration is seldom given to the possibility that different types of leadership or status are measured when different criteria of leadership are used.
2924:, or ingenuity). However, evidence shows that leadership also develops through hard work and careful observation. Thus, effective leadership can result from
2863:
727:-relationship in which the power of one party (the "leader") promotes movement/change in others (the "followers"). Some have challenged the more traditional
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toward others, and behavioral flexibility by practicing psychological mastery. It also offers a foundation for leaders wanting to apply the philosophies of
6870:
1709:
members often receive less time and more distant exchanges than their in-group counterparts. With out-group members, leaders expect no more than adequate
1931:
An individual's belief in their ability to lead is associated with an increased willingness to accept a leadership role and find success in its pursuit.
1801:
The neo-emergent leadership theory (from the Oxford Strategic Leadership Programme) sees leadership as an impression formed through the communication of
8091:
Carson, Jay B.; Tesluk, Paul E.; Marrone, Jennifer A. (2007). "Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance".
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Arvey, R. D.; Rotundo, M.; Johnson, W.; Zhang, Z.; McGue, M. (2006). "The determinants of leadership role occupancy: Genetic and personality factors".
2164:
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Jung, D.; Wu, A.; Chow, C. W. (2008). "Towards understanding the direct and indirect effects of CEOs transformational leadership on firm innovation".
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Koenig, A. M.; Eagly, A. H.; Mitchell, A. A.; Ristikari, T. (2011). "Are Leader Stereotypes Masculine? A Meta-Analysis of Three Research Paradigms".
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takes an extreme view of the same idea, and may prop up its assertions against the claims of mere aristocrats by invoking divine sanction (see the
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belonging has continued unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.
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on 'right living' relate very much to the ideal of the (male) scholar-leader and his benevolent rule, buttressed by a tradition of filial piety.
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6781:
4869:
4792:
Magnusson, D. (1995). "Holistic interactionism: A perspective for research on personality development". In Pervin, L. A.; John, O. P. (eds.).
3908:...emotionally attuned, responsive, and consensual empathetic guidance, which is sometimes associated with matriarchies, where the women rule.
3647:
Richards, Dick; Engel, Sarah (2005) . "After the vision: suggestions to corporate visionaries and vision champions". In Adams, John D. (ed.).
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7557:. Quantico, Virginia: Reserve Liaison and Training Branch, Education Center, Marine Corps Development and Education Command. 1974. p. 36
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Zaccaro, S. J.; Gulick, L. M. V.; Khare, V. P. (2008). "Personality and leadership". In Hoyt, C. J.; Goethals, G. R.; Forsyth, D. R. (eds.).
1588:"âthat certain "something" in leaders that commands attention, inspires people, wins their trust, and makes followers want to work with them.
4170:
leadership theory and research is a relatively modern discipline. Indeed, the first relevant theories were not proposed until the mid-1800s.
3771:
dominance in the leadership but also their roles in bringing voluntary compliance from the high-ranking leaders and the population at large.
8821:
7415:"Transformational Leadership in Work Groups: The Role of Empowerment, Cohesiveness, and Collective-Efficacy on Perceived Group Performance"
6959:
Joana, Costa; Mariana, PĂĄdua; Moreira, AntĂłnio Carrizo. "Leadership Styles and Innovation Management: What Is the Role of Human Capital?".
624:
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Baumeister, R. F.; Senders, P. S.; Chesner, S. C.; Tice, D. M. (1988). "Who's in charge here? Group leaders do lend help in emergencies".
960:, written in the early-16th century, provided a manual for rulers ("princes" or "tyrants" in Machiavelli's terminology) to gain and keep
8415:
Zaccaro, S. J.; Banks, D. J. (2001). "Leadership, vision, and organizational effectiveness". In Zaccaro, S. J.; Klimoski, R. J. (eds.).
2198:
meaning "father". The leader is most often a male. This leadership style is often found in Russia, Africa, and Pacific Asian Societies.
1342:
in 1964. It suggests five different leadership styles, based on the leaders' concern for people and their concern for goal achievement.
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2827:
1610:
1585:
7054:
Schyns, B. (2006). "The role of implicit leadership theories in the performance appraisals and promotion recommendations of leaders".
1603:
1428:. Three contingency leadership theories are the Fiedler contingency model, the Vroom-Yetton decision model, and the path-goal theory.
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interests and well-being of the team, democratic leaders encourage open communication and social equality. This style, also known as
1599:
1039:
Other historical views of leadership have addressed the seeming contrasts between secular and religious leadership. The doctrines of
3071:
branch development methodologies helped to alleviate the dependency that field teams had on trunk based development. This method of
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of the assertion that groups flourish when guided by effective leaders can be illustrated using several examples. For instance, the
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Judge, T. A.; Bono, J. E.; Ilies, R.; Gerhardt, M. W. (2002). "Personality and leadership: A qualitative and quantitative review".
334:
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Aycan, Z. (2006). "Paternalism: Towards conceptual refinement and operationalization". In Kim, U.; Yang, S.; Hwang, K.-K. (eds.).
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Ames, Daniel R.; Flynn, Francis J. (2007). "What breaks a leader: The curvilinear relation between assertiveness and leadership".
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by the leader or by other stakeholders, not through the actions of the leader. In other words, the reproduction of information or
10434:
6124:
Chan, K.; Drasgow, F. (2001). "Toward a theory of individual differences and leadership: Understanding the motivation to lead".
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7277:"An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?"
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approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory.
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Ola, Bolarinde (2017). "A Critique of Conceptual Leadership Styles'". In Godbole, Prasad; Burke, Derek; Aylott, Jill (eds.).
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research supports the notion that leaders do contribute to key organizational outcomes. To facilitate successful leadership
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5717:"The contagious leader: Impact of the leader's mood on the mood of group members, group affective tone, and group processes"
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3715:
Chin, Roger (2015). "Examining teamwork and leadership in the fields of public administration, leadership, and management".
3335:
Moral leadership is not the way to secure democracy, morality and justice because morality, like power and leadership is an
2570:
Few great leaders encompass all of the traits listed above, but many have the ability to apply a number of them to succeed.
2332:
knowledge on the benefits of maternity leave impacts the support given to the women during an important time in their life.
2029:. Domain knowledge for leaders encompasses tactical and technical knowledge as well as cultural and geopolitical awareness.
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6526:
Sorrentino, Richard M.; Field, Nigel (1986). "Emergent leadership over time: The functional value of positive motivation".
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Gershenoff, A. G.; Foti, R. J. (2003). "Leader emergence and gender roles in all-female groups: A contextual examination".
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people that exists as a reciprocal relationship between a leader and his/her followers. Despite popular belief, the use of
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There must be interpersonal relationship. Members must have a chance to contribute, and to learn from and work with others.
2315:
Although there have been many studies done on leadership in women, comparatively little research has been done on women in
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Bass, B. M.; Avolio, B. J.; Atwater, L. E. (1996). "The transformational and transactional leadership of men and women".
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question whether leadership exists, or suggest that (for example) leadership "is a myth equivalent to a belief in UFOs".
1810:
689:"Leadership" is a contested term. Specialist literature debates various viewpoints on the concept, sometimes contrasting
1078:
Anecdotal and incidental observations aside, the serious discipline of theorising leadership began in the 19th century.
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Foti, R. J.; Hauenstein, N. M. A. (2007). "Pattern and variable approaches in leadership emergence and effectiveness".
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destructive actions may be physical, psychosocial or even spiritual when they diminish a person's meaning and purpose.
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Templeton College has developed a course for very senior managers, known as the Oxford Strategic Leadership Programme.
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5076:; Lippitt, Ronald; White, Ralph (1939). "Patterns of aggressive behavior in experimentally created social climates".
4886:; Lippitt, Ronald; White, Ralph (1939). "Patterns of aggressive behavior in experimentally created social climates".
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views of leadership (which portray leadership as something possessed or owned by one individual due to their role or
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do not consider how stable leader attributes account for the behavioral diversity necessary for effective leadership
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Tsui; Nifadkar; Ou (2007). "Cross-Cultural Organizational Behavior Research: Advances, Gaps, and Recommendations".
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form the basis of the perception of leadership by the majority. It is well known by historians that the naval hero
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735:), and instead advocate the complex nature of leadership which is found at all levels of institutions, both within
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6711:"Contributions to a group discussion and perceptions of leadership: Does quantity always count more than quality?"
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Stewart, G. L.; Manz, C. C. (1995). "Leadership for self-managing work teams: A typology and integrative model".
6804:; Lippitt, R.; White, R. K. (1939). "Patterns of aggressive behavior in experimentally created social climates".
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In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the
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outlines what the follower must do to be rewarded for the effort. The second form of transactional leadership is
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These leaders maintain an unwavering focus on both the overall goal and the assigned tasks for each team member.
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1387:
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The search for the characteristics or traits of leaders has continued for centuries. Philosophical writings from
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person, leading a team on an outdoor expedition, or rescuing a person from a potentially hazardous environment.
1125:(1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton's
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2776:: Members know their roles in getting tasks done and when to allow a more skillful member to do a certain task.
2764:: Members proudly share a sense of why the team exists and are invested in accomplishing its mission and goals.
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The Nature of Organizational Leadership: Understanding the Performance Imperatives Confronting Today's Leaders
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Hackman, J.R.; Walton, R.E. (1986). "Leading groups in organizations". In Goodman, P. S.; et al. (eds.).
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Hackman, J.R.; Walton, R.E. (1986). "Leading groups in organizations". In Goodman, P. S.; et al. (eds.).
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Hackman, J.R.; Walton, R.E. (1986). "Leading groups in organizations". In Goodman, P. S.; et al. (eds.).
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New methods and measurements were developed after these influential reviews that would ultimately reestablish
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Instructor's Guide for Introduction to Leadership Development: A Course Outline : Leadership Development
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an effective leader may help the individual develop a belief that he or she can perform in a similar manner.
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Spillane, James P.; Halverson, Richard; Diamond, John B. (2004). "Towards a theory of leadership practice".
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2941:
2404:
have proven perversely reluctant to abandon the vague subjective qualitative popular concept of "leaders".
1025:
961:
754:
724:
576:
489:
7612:. Vol. 3. Fort Benning, Georgia: United States Army Infantry School (published 1977). 1976. p. 7
6554:
6490:
6294:
3923:. Women's studies / American literature. New Brunswick, New Jersey: Rutgers University Press. p. 53.
3592:
2715:
In contrast to individual leadership, some organizations have adopted group leadership. In this so-called
1992:
leadership, when the contributions made are also of high-quality leader emergence is further facilitated.
10116:
9979:
9613:
7339:
5814:
Dasborough, M. T. (2006). "Cognitive asymmetry in employee emotional reactions to leadership behaviors".
5237:
3212:
3128:
3030:
2249:
2233:
2115:
1796:
1635:
1518:
1458:
1232:
804:
610:
27:
9351:"The Leader as Chief Truth Officer: The Ethical Responsibility of "Managing the Truth" in Organizations"
7928:"Informal Leadership Status and Individual Performance: The Roles of Political Skill and Political Will"
4329:
Mann, R. D. (1959). "A review of the relationship between personality and performance in small groups".
2871:, among all the animals living on Earth, share a similar tendency for a cluster of behaviors: violence,
2071:
In laissez-faire or free-rein leadership, decision-making is passed on to the subordinates. (The phrase
670:, both as a research area and as a practical skill, encompasses the ability of an individual, group, or
637:
11381:
11236:
10754:
10542:
10106:
9861:
7686:
6114:
Law, J. R. (1996). Rising to the occasion: foundations, processes, and outcomes of emergent leadership.
5293:
House, Robert J. (1996). "Path-goal theory of leadership: Lessons, legacy, and a reformulated theory".
3446:...some define leadership in terms of the power relationship that exists between leaders and followers.
2953:
2217:
80:
8671:
Berdahl, J. L.; Anderson, C. (2005). "Men, women, and leadership centralization in groups over time".
8269:
1164:
as a viable approach to the study of leadership. For example, improvements in researchers' use of the
10470:
9974:
9866:
9598:
8015:
7522:
7343:
7211:
6710:
6585:
5199:; Sternberg, Robert J. (2002). "Theoretical Letters: The person versus the situation in leadership".
4024:
3272:
3221:
3148:
2818:: Opportunities for feedback and updating skills are provided and taken advantage of by team members.
1762:
1566:
Integrated psychological theory began to attract attention after the publication of James Scouller's
1498:
1432:
1383:
1335:
970:
720:
531:
522:
444:
264:
145:
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10429:
10354:
10228:
9984:
9448:
8979:
The Relationship between Servant Leadership, Follower Trust, Team Commitment and Unit Effectiveness
8852:
5031:
4300:
Stogdill, R. M. (1948). "Personal factors associated with leadership: A survey of the literature".
3252:
2788:: Conflict is dealt with openly and is considered important to decision-making and personal growth.
2443:
2238:
2229:
1631:
1506:
1443:. This results from the interaction of leadership style and situational favorability (later called
155:
123:
8480:
Salaman, Graeme (2003). "Competences of managers, competences of leaders". In Storey, John (ed.).
8270:"Swingers: Bonobos are celebrated as peace-loving, matriarchal, and sexually liberated. Are they?"
7456:"Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust"
6390:
Simonton, Dean K. (1985). "Intelligence and personal influence in groups: Four nonlinear models".
5787:
George, J. M. (2006). "Leader Positive Mood and Group Performance: The Case of Customer Service".
3016:, individual personality traits, group context, the nature or orientation of the work, as well as
10163:
10009:
9969:
9807:
9671:
9535:
9508:
9498:
7926:
Shaughnessy, Brooke A.; Treadway, Darren C.; Breland, Jacob W.; Perrewé, Pamela L. (2017-02-01).
7622:...the inability to uncover any universal leadership traits does not mean that they do not exist.
6763:
5957:
4254:
4197:
The Dialogues of Plato translated into English with Analyses and Introductions by B. Jowett, M.A.
4029:
3240:
2876:
2243:
2108:
1651:
which is based on concern for employees, intellectual stimulation, and providing a group vision.
1191:
797:
655:
556:
454:
225:
190:
175:
170:
160:
109:
69:
20:
9140:
Bedouin Visual Leadership in the Middle East: The Power of Aesthetics and Practical Implications
7780:
Mobbs, Dean; Hagan, Cindy C.; Dalgleish, Tim; Silston, Brian; Prévost, Charlotte (2015-03-18).
2812:: Members know clearly when the team has met with success and share in this equally and proudly.
2017:
a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or
11163:
10901:
10687:
10592:
10310:
10255:
10198:
10193:
10178:
10014:
9964:
9871:
9792:
9618:
9503:
9241:
The Encyclopedia of Leadership: A Practical Guide to Popular Leadership Theories and Techniques
8847:
6211:
5649:
5643:
5618:
5612:
4647:
4433:
3059:
1818:, which once stood as a substitute for evaluating or comprehending adept governance abilities.
1727:
1706:
1358:
1206:
766:
571:
504:
394:
304:
259:
235:
210:
140:
128:
94:
9350:
8045:
7646:
6978:
6663:
5095:
Human Behavior and the Social Environment: Macro Level: Groups, Communities, and Organizations
3249: â Aristotle's theory of virtue ethics grounded in natural philosophy and human teleology
1713:, good attendance, reasonable respect, and adherence to the job description in exchange for a
1497:, that are contingent to environment factors and follower characteristics. In contrast to the
648:
10836:
10280:
10218:
10183:
10004:
9901:
9802:
9755:
9716:
9608:
9583:
9545:
9540:
9525:
9513:
9475:
8999:
8102:
6195:
5520:
4961:
4037:
3258:
3121:
2929:
2925:
2806:: Members find team meetings efficient and productive and look forward to this time together.
2800:: Group norms for working together are set and seen as standards for every one in the groups.
1827:
1463:
1354:
1292:
1267:
1012:
thought called the whole concept of leadership into question. One response to this denial of
863:
732:
551:
546:
464:
329:
294:
269:
165:
64:
59:
11056:
9260:
Psychology and work today : an introduction to industrial and organizational psychology
8642:
Schmid Mast, M (2002). "Female dominance hierarchies: Are they any different from males'?".
7927:
7414:
6418:
4362:
Kenny, D. A.; Zaccaro, S. J. (1983). "An estimate of variance due to traits in leadership".
2831:
make the difference. Self-leadership is a way toward more effectively leading other people.
1051:
of divinely-provided resourcesâhuman and materialâand their deployment in accordance with a
843:
postulated the need for rulers to govern justly, and the right of subordinates to overthrow
10213:
10188:
10173:
10080:
9959:
9891:
9881:
9711:
9603:
9573:
6359:
Bass & Stogdill's handbook of leadership: theory, research, and managerial applications
5295:
5201:
4461:
3183:
3144:
2913:
2736:(U.S.A.), these group leaderships or leadership teams have these specific characteristics:
1864:
1779:
improve the performance of the group, although in other sectors there were other findings.
1754:
1560:
1391:
1371:
1334:
The managerial grid model is also based on a behavioral theory. The model was developed by
1179:
Significant relationships exist between leadership emergence and such individual traits as:
1136:
1092:
449:
374:
284:
119:
104:
5452:
The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill
1782:
Beyond the leader's mood, her/his behavior is a source for employee positive and negative
1509:, as the theory emphasizes the reciprocity behavior between the leader and the followers.
8:
11376:
10891:
10831:
10692:
10424:
10327:
10075:
9848:
9828:
9644:
9441:
6679:
6044:
4732:
Smith, J. A.; Foti, R. J. (1998). "A pattern approach to the study of leader emergence".
4570:
Smith, J. A.; Foti, R. J. (1998). "A pattern approach to the study of leader emergence".
4109:
3462:. In Greenwood, Royston; Oliver, Christine; Lawrence, Thomas B; Meyer, Renate E. (eds.).
3363:
Leadership is a contested term with multiple meanings and diverse practical applications.
3005:
2007:
1741:
1140:
866:). On the other hand, more democratically inclined theorists have pointed to examples of
651:
argued that it is better for rulers to be feared than to be loved, if they cannot be both
379:
369:
354:
319:
314:
299:
279:
274:
150:
89:
6623:"Testing the babble hypothesis: Speaking time predicts leader emergence in small groups"
6200:"Authentic leadership and eudaemonic well-being: Understanding leaderâfollower outcomes"
4195:
2252:
refers to a leader who moves beyond immediate self interests using idealized influence (
1775:
In research about client service, it was found that expressions of positive mood by the
10856:
10485:
10392:
10321:
10238:
10024:
9926:
9765:
9730:
9678:
9666:
9649:
9628:
9588:
9370:
9277:
8865:
8815:"Variants of an Action Oriented Learning Environment for Technical Vocational Training"
8795:
8688:
8659:
8618:
8397:
8362:
8122:
8073:
8046:"Strengthening Identification with the Team in Virtual Teams: The Leaders' Perspective"
7972:
Elevos, paraphrased from Leaders, Bennis, and Leadership Presence, Halpern & Lubar.
7955:
7816:
7781:
7762:
7640:
7582:
Military Small Group Performance under Isolation and Stress - An annotated bibliography
7485:
7442:
7299:
7242:
7234:
7192:
6998:
6921:
6775:
6691:
6644:
6438:
6275:
5929:
5800:
5716:
5690:
5491:
5275:
5169:
4863:
4824:
4720:
4673:
4552:
4475:
4456:
4290:
4248:
3687:. Organization and Management Series. Mahwah, New Jersey: Lawrence Erlbaum Associates.
3549:
Seyranian, Viviane (2010). "Interactionist Theories of Leadership". In Levine, John M;
3320:
3246:
3072:
3009:
2872:
2270:
2213:
2207:
1602:
focuses on the 34 behaviors involved in influencing two or more people simultaneously.
1577:
An ideal style (e.g. Blake & Mouton's team style) would not suit all circumstances.
1556:
1454:
1425:
1308:
1056:
871:
742:
474:
419:
414:
349:
289:
250:
180:
9413:
6310:
5308:
5214:
4778:
4745:
4583:
4018:
2770:: Members know what needs to be done next, by whom, and by when to achieve team goals.
2678:
that underlies the formal structure. The informal organization expresses the personal
11197:
11191:
10949:
10942:
10811:
10652:
10510:
10250:
10208:
10142:
9936:
9931:
9896:
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9760:
9654:
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9263:
9244:
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9148:
9093:
9059:
9020:
8947:
8895:
8799:
8760:
8663:
8570:
8528:
8518:
8487:
8447:
8401:
8354:
8233:
8145:
8114:
8077:
8065:
7959:
7947:
7901:
7859:
7849:
7821:
7803:
7754:
7723:
7713:
7650:
7489:
7477:
7446:
7434:
7363:
7246:
7155:
7092:
7033:
6907:
6887:
6840:
6730:
6683:
6648:
6593:
6372:
6362:
6339:
6329:
6279:
6229:
6176:
6141:
6080:
6017:
to ask what is leadership about is a false question. The right question is: what is
5999:
5967:
5885:
5848:
5739:
5694:
5673:
George, J. M. (2000). "Emotions and leadership: The role of emotional intelligence".
5653:
5622:
5592:
5565:
5532:
5455:
5176:
5144:
5098:
5035:
5024:
5019:
5005:
4849:
4843:
4724:
4665:
4617:
4556:
4517:
4317:
4268:
4258:
4152:
4119:
4078:
3997:
3964:
3924:
3897:
3867:
3829:
3791:
3749:
3745:
The Politics of the Core Leader in China: Culture, Institution, Legitimacy, and Power
3688:
3654:
3617:
3560:
3492:
3467:
3459:
3435:
3408:
3352:
3324:
3230:
3116:
2868:
2716:
2639:
2216:
has become more popular, notably through modern technology management styles such as
2059:
2001:
1984:
1474:
1201:
975:
840:
598:
399:
324:
230:
215:
99:
11120:
9209:
Organizational Behavior: Behavior 1: Essential Theories of Motivation and Leadership
8713:
8692:
8601:
Meindl, J. R.; Ehrlich, S. B.; Dukerich, J. M. (1985). "The romance of leadership".
8366:
7303:
7196:
7002:
6695:
6442:
2604:
2500:
2439:
2041:
leadership style, all decision-making powers are centralized in the leader, as with
1067:
10957:
10851:
10704:
10404:
10377:
10367:
10273:
9989:
9747:
9737:
9659:
9520:
9362:
8869:
8857:
8787:
8752:
8725:
8680:
8651:
8610:
8547:
8439:
8389:
8346:
8228:
8223:
8211:
8126:
8106:
8057:
7939:
7893:
7811:
7793:
7467:
7426:
7355:
7291:
7226:
7184:
7084:
7063:
7025:
6990:
6882:
6813:
6722:
6675:
6634:
6566:
6535:
6502:
6469:
6430:
6399:
6306:
6267:
6221:
6168:
6133:
6102:
I/O applications workbook: Industrial/organizational psychology an applied approach
5847:. MBA masterclass series (2 ed.). London: Kogan Page Publishers. p. 108.
5823:
5796:
5766:
5731:
5682:
5588:
5561:
5487:
5304:
5267:
5210:
4828:
4816:
4774:
4741:
4712:
4677:
4657:
4609:
4579:
4544:
4509:
4470:
4443:
4403:
4371:
4338:
4309:
4186:
3724:
3235:
3195:
3088:
2973:
2969:
2854:
2656:
2026:
1802:
1470:
1405:
1274:
1165:
1107:
746:
709:
404:
359:
344:
339:
220:
195:
16:
Quality of one individual or group influencing or guiding others based on authority
7128:
Equality Isnât Exceptional Women Getting Ahead, But Incompetent Men Falling Behind
6817:
4313:
3160:
1176:
Individuals can and do emerge as leaders across a variety of situations and tasks.
11318:
11031:
10965:
10886:
10315:
10101:
10042:
9999:
9994:
9906:
9886:
9703:
9623:
9144:
9138:
9087:
9053:
9014:
8941:
8887:
8729:
8564:
8522:
8481:
8393:
7607:
7580:
7552:
7295:
6906:(8th ed.). Upper Saddle River, New Jersey: Prentice Hall. pp. 135â136.
6639:
6622:
6570:
6506:
6225:
5993:
5961:
5879:
5842:
5827:
5770:
5757:
Bono, J. E.; Ilies, R. (2006). "Charisma, positive emotions and mood contagion".
5525:
4997:
4447:
4244:
4146:
4113:
4072:
3958:
3918:
3891:
3861:
3823:
3785:
3743:
3682:
3648:
3611:
3554:
3429:
3379:
3346:
3314:
3140:
3092:
2997:
2371:
2304:
2049:
him/herself until he/she feels it needs to be shared with the rest of the group.
1710:
1413:
1224:
1143:, which have helped to shape notions of leadership since their creation in 1903.
200:
7454:
Saleem, Farida; Zhang, Yingying Zhang; Gopinath, C.; Adeel, Ahmad (2020-01-01).
6539:
4820:
1980:
whether the quality of participation in a group matters more than the quantity.
974:
traces the word "leadership" in English only as far back as 1821. Historically,
11077:
10455:
10203:
9381:
9162:
8791:
8443:
8212:"Basal testosterone, leadership and dominance: A field study and meta-analysis"
7897:
6751:
6403:
6271:
6172:
6137:
5735:
4613:
4513:
4407:
4375:
4115:
Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness
3991:
3513:
3084:
2328:
1584:
None of the older theories successfully addressed the challenge of developing "
1453:, in collaboration with Phillip Yetton and later with Arthur Jago, developed a
1409:
1401:
1118:
1114:
1101:
1040:
1029:
896:
9366:
8110:
8061:
7430:
7359:
7067:
6726:
4548:
1235:" personality traits, to the neglect of cognitive abilities, motives, values,
893:
strain of thought, traditionalists recall the role of leadership of the Roman
11370:
11262:
10876:
10861:
10841:
10642:
10627:
10612:
10525:
10520:
10414:
10398:
10337:
10223:
10168:
10070:
10019:
9010:
8995:
8684:
8655:
8350:
8118:
8069:
7951:
7943:
7807:
7798:
7758:
7727:
7481:
7472:
7455:
7438:
7188:
7115:"Why do so many incompetent men become leaders? And what can we do about it?"
6734:
6687:
6597:
6434:
6376:
6343:
6233:
5686:
5228:
4716:
4661:
4272:
3728:
3681:
Riggio, Ronald E.; Murphy, Susan Elaine; Pirozzolo, Francis J., eds. (2001).
3017:
2858:
2839:
2729:
to energize their team and organizations and lead a team to achieve success.
2635:
2535:
2018:
1350:
1236:
1212:
1169:
1097:
981:
698:
694:
690:
509:
469:
389:
384:
11204:
11128:
8743:
Berkowitz, L (1953). "Sharing leadership in small, decision-making groups".
6994:
2794:: Members feel their unique personalities are appreciated and well utilized.
11098:
10934:
10896:
10846:
10816:
10784:
10774:
10769:
10682:
10662:
10582:
10382:
10361:
10332:
9083:
8937:
8764:
8358:
8237:
7905:
7825:
7585:. Fort Wainwright, Alaska: Arctic Aeromedical Laboratory (U.S.). p. 23
7367:
7096:
7037:
6419:"Leadership Efficacy and Women Leaders' Responses to Stereotype Activation"
6180:
6145:
5743:
5503:(2nd ed.). Mahwah, New Jersey: Lawrence Erlbaum Associates Publishers.
5196:
5164:
5136:
5118:
4669:
4621:
4521:
4321:
3550:
3224: â Concept of responsibility in ethics, governance and decision-making
3206:
3201:
3164:
3156:
3136:
3132:
3112:
3058:
Other examples include modern technology deployments of small/medium-sized
2921:
2843:
2391:
1640:
1478:
1450:
1436:
1196:
1186:
1161:
1132:
995:
991:
922:
770:
736:
713:
683:
671:
663:
leader setting the tone for the 2013 APEC CEO summit with an opening speech
494:
185:
9384:(1958) "Effective democratic leadership: a psychological interpretation",
9349:
Bouilloud, Jean-Philippe; Deslandes, Ghislain; Mercier, Guillaume (2019).
9320:
Leadership: What It Means, What It Does, and What We Want to Know About It
8838:
Boehm, B.W. (1991). "Software risk management: principles and practices".
8451:
7863:
3917:(1992). "Nathaniel Hawthorne and His Mother: A Biographical Speculation".
3825:
The Power to Innovate: Rewiring the Minds of Individuals and Organizations
3091:", which emphasized the role of leading individuals, met opposition (from
1400:
Situational theory is another reaction to the trait theory of leadership.
854:
thinkers have postulated that leadership depends on one's "blue blood" or
10916:
10806:
10724:
10647:
10597:
10500:
10047:
8883:
7782:"The ecology of human fear: survival optimization and the nervous system"
4457:"Leadership emergence in autonomous work teams: Antecedents and outcomes"
4050:
Note the relative changes in terminology in American English since 1800:
3742:
Guo, Xuezhi (2019). "Traditional Political Thought and Imperial Legacy".
3102:
3096:
2564:
2365:
2351:
2316:
2183:
1815:
1745:
1714:
1339:
1052:
1048:
1002:
890:
867:
851:
409:
114:
9408:
9112:
and file. Loyalty to the master is perpetuated in the name of Leaderism.
7766:
7742:
7238:
6979:"Two Decades of Research and Development in Transformational Leadership"
6871:"Modern leadership and management methods for development organizations"
5933:
5917:
3579:
relationships that attempt to capture the evolving nature of leadership.
1944:
conform their actions to match the requirements of the given situation.
1643:
and colleagues developed the idea of two different types of leadership:
909:
and posit against them "emotionally attuned, responsive, and consensual
11229:
11038:
11006:
10871:
10796:
10764:
10744:
10617:
10607:
10567:
10547:
10505:
9464:
9262:(10th ed.). Upper Saddle River, N.J.: Prentice Hall. p. 171.
9189:
8622:
6801:
5966:. Palgrave Studies in Political Leadership. Springer (published 2016).
5279:
5256:
House, Robert J. (1971). "A path-goal theory of leader effectiveness".
5073:
4883:
4151:. Sudbury, Massachussetts: Jones & Bartlett Publishers. p. 6.
3281:
3263:
2981:
2977:
2751:
The members must have the ability to act together toward a common goal.
2725:
2704:
2291:
2283:
2275:
2257:
2122: in this section. Unsourced material may be challenged and removed.
2038:
1288:
956:
914:
906:
811: in this section. Unsourced material may be challenged and removed.
728:
643:
309:
205:
41:
7510:(2nd ed.). Mahwah, N.J.: Lawrence Erlbaum Associates. p. 47.
7274:
6458:"Leadership Self-Efficacy and Managers' Motivation for Leading Change"
1013:
11277:
11023:
11021:
11014:
11012:
10989:
10866:
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10677:
10667:
10622:
10602:
10572:
10562:
10537:
10460:
10409:
9954:
9797:
8861:
8756:
7879:"Leadership, followership, and evolution: Some lessons from the past"
7260:
Yadav, Jyoti; Singh, Karan (2015). "Gender and Politics of Culture".
7230:
7088:
7029:
5884:. Cham (Switzerland): Springer International Publishing. p. 59.
4342:
4148:
Leadership for Health Professionals: Theory, Skills, and Applications
3914:
3863:
Transformation Of An Individual Family Community Nation And The World
3171:
2668:
1806:
1744:. Mood contagion may be one of the psychological mechanisms by which
1417:
1300:
1044:
1009:
886:
459:
11149:
8614:
6830:
6474:
6457:
5271:
3458:
Washington, Marvin; Boal, Kimberly; Davis, John (18 February 2020).
2097:
1457:
for describing leadership situations. They used this in a normative
786:
675:
49:
11270:
11091:
10999:
10881:
10801:
10759:
10734:
10709:
10657:
10587:
10532:
10495:
10490:
10480:
10475:
10465:
9186:
Rethinking Leadership : A New Look at Old Leadership Questions
7152:
Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It)
6946:
Indigenous and cultural psychology: Understanding people in context
5093:
Van Wormer, Katherine S.; Besthorn, Fred H.; Keefe, Thomas (2007).
3489:
The New Leaders: Transforming the art of leadership. London: Sphere
3189:
2957:
2745:
There must be an awareness of unity on the part of all its members.
2287:
2253:
2042:
1783:
1765:
1694:
1606:
covers the 14 behaviors needed to influence individuals one-to-one.
1304:
1063:
1017:
998:
902:
859:
750:
708:
Some U.S. academic environments define leadership as "a process of
484:
479:
439:
11349:
11211:
8894:(7 ed.). London: Routledge (published 2012). p. xxxiii.
5963:
Studying Political Leadership: Foundations and Contending Accounts
4145:
Ledlow, Gerald (Jerry) R.; Coppola, M. Nicholas (23 August 2010).
3635:...leadership is about the future; and the future is about vision.
3033:, in which leadership tasks and roles are shared amongst members.
2984:
all tend to climb in businesses with designated managers or CEOs.
2170:
confidence in group members, and show appreciation for work done.
1280:
11325:
11311:
11244:
11177:
11142:
11070:
10826:
10749:
10719:
10672:
10632:
10557:
10515:
9422:
7925:
5333:
5062:. Columbus: Ohio State University Bureau of Educational Research.
4638:
Zaccaro, S. J. (2007). "Trait-based perspectives of leadership".
4185:
does not use the word "leadership"; Plato discusses primarily a "
3987:
3106:
2212:
With the transformation into a knowledge society, the concept of
1527:
General Petraeus talks with U.S. soldiers serving in Afghanistan.
1473:
of leadership was developed by Robert House and was based on the
1032:
of a socialist revolution, which was to bring into existence the
987:
943:
910:
844:
11184:
11105:
8940:(1999). "Consent without Consent: Regimenting the Public Mind".
7843:
4949:(3rd ed.). Belmont, California: Wadsworth/Thomson Learning.
3787:
Emerging Pattern of Political Leadership: A Case Study of Punjab
2223:
1404:
argued that history was more than the result of intervention of
1242:
fail to consider patterns or integrations of multiple attributes
11293:
11285:
11156:
11135:
11084:
11063:
10906:
10637:
10296:
9212:
3559:. Sage reference. Vol. 1. Los Angeles: SAGE. p. 458.
3068:
2892:
2883:
2278:
may have an effect on leadership evaluations of men and women.
1956:
1776:
1362:
1296:
1043:
have recurred and had their detractors over several centuries.
875:
717:
702:
10097:
Association of Technology, Management, and Applied Engineering
8209:
7554:
Leadership in Action: A Text for U.S. Marine Corps Junior ROTC
6857:
General Dennis J. Reimer Training and Doctrine Digital Library
4902:"Ohio State Leadership Studies Explained with Examples" (2017)
2435:
1625:
11170:
11112:
10991:
10983:
10779:
10739:
10577:
10439:
9433:
9335:
Leadership: Current Theories, Research, and Future Directions
9333:
Avolio, Bruce J.; Walumbwa, Fred O.; Weber, Todd J. (2009). "
8524:
To Kill the King: Post-Traditional Governance and Bureaucracy
6856:
6619:
4191:
3255: â Learning to earn or maintain professional credentials
3109:
and make mistakesâhe warns against deferring to "great men".
2935:
2782:: Authority and decision-making lines are clearly understood.
1087:
1021:
879:
8336:
7579:
Sells, S. B. (1961). "Abilities and Attributes of Leaders".
7212:"Does the Length of Maternity Leave Affect Maternal Health?"
7015:
6664:"Who Is the Boss and Who Is Not? Accuracy of Judging Status"
6324:
Goleman, Daniel; Boyatzis, Richard E.; McKee, Annie (2003).
4983:(4th ed.). Mason, Ohio: South-Western Cengage Learning.
4295:. The Century Psychology Series. New York: Appleton-Century.
4220:"What can business leaders learn from ancient philosophers?"
3963:. New Delhi: Global India Publications PVT LTD. p. 30.
3186: â Adjusting to and understanding change in a workplace
2593:
may be in need of reorganization to comply with Knowledge's
2489:
may be in need of reorganization to comply with Knowledge's
2263:
11341:
11333:
10791:
10714:
10552:
9019:(Revised ed.). London: Random House (published 2012).
8563:
Owen, Jo (3 October 2017). "Myth 4: Managers are leaders".
8429:
7523:"How Toxic Leaders Destroy People as Well as Organisations"
5171:
The New Leadership: Managing Participation in Organizations
4764:
3821:
2912:
According to some, leadership is determined by distinctive
2679:
2660:
1761:
Group processes like coordination, effort expenditure, and
1231:
focus on a small set of individual attributes such as the "
855:
758:
679:
660:
499:
10265:
8483:
Leadership in Organizations: Current issues and key trends
8197:
Naturally Selected: the Evolutionary Science of Leadership
7779:
6852:
6833:
Army Leadership: Competent, Confident, and Agile (FM 6-22)
6768:
L'Hyperpolitique. Technologies politiques De La Domination
3822:
Marstiller, James K.; Joerding Fickeler, Jennifer (2005).
2991:
2848:
Naturally Selected: The Evolutionary Science of Leadership
2567:
in her diplomatic dealings with the leaders of the world.
2297:
1320:
905:
thinking, on the other hand, may object to such models as
10911:
9348:
2496:
it belongs under "Theories: Reemergence of trait theory".
2368:
it is important to understand and accurately measure it.
9058:. Atlanta, Georgia: ScholarlyEditions (published 2013).
7453:
4981:
Leadership, Theory, Application, & Skill Development
4806:
4698:. Vol. 1. Westport, Conn.: Praeger. pp. 13â29.
4423:
4250:"Instincts to lead": on leadership, peace, and education
3942:
The image is the Garden of Eden, the benign matriarchy.
3556:
Encyclopedia of Group Processes and Intergroup Relations
3174:
paints leadership and its excesses in a negative light.
2066:
9001:
Eichmann in Jerusalem: A Report on the Banality of Evil
8292:
Self-Renewal: The Individual and the Innovative Society
8210:
Van der Meij, L.; Schaveling, J.; van Vugt, M. (2016).
7149:
7112:
6948:. London: Cambridge University Press. pp. 445â446.
5092:
3286:
Pages displaying short descriptions of redirect targets
3277:
Pages displaying short descriptions of redirect targets
3268:
Pages displaying short descriptions of redirect targets
3226:
Pages displaying short descriptions of redirect targets
3217:
Pages displaying short descriptions of redirect targets
3115:
and others have subjected the concept of leadership to
2256:), inspirational motivation, intellectual stimulation (
1377:
1284:
A graphical representation of the managerial grid model
11118:
7634:
7632:
7630:
7074:
6983:
European Journal of Work and Organizational Psychology
6257:
4760:
4758:
4633:
4631:
4499:
3748:. Cambridge: Cambridge University Press. p. 139.
3023:
2834:
10955:
10932:
8600:
8254:
Demonic Males. Apes and the Origins of Human Violence
7275:
Vinkenberg; Engen; Eagly; Johannesen-Schmidt (2011).
6193:
4932:
The Managerial Grid: The Key to Leadership Excellence
4016:
3680:
3460:"Institutional Leadership: past, present, and future"
2963:
2886:, the second-closest species-relatives of humans, do
2864:
Demonic Males: Apes and the Origins of Human Violence
2573:
697:
approaches to leadership, and also (within the West)
7691:, University of Minnesota Libraries Publishing, 2016
6323:
5551:
3486:
3464:
The Sage Handbook of Organizational Institutionalism
9224:. Hauppauge, NY: Barron's Educational Series, Inc.
8506:
cult of leadership reveals two particular ironies .
8326:(5th ed.). Pacific Grove, Calif.: Brooks/Cole.
8090:
7876:
7848:. Reading, Mass.: Addison-Wesley. pp. 884â89.
7712:. Reading, Mass.: Addison-Wesley. pp. 884â89.
7669:
7627:
4755:
4628:
4495:
4493:
4491:
4489:
4393:
4357:
4355:
3457:
3384:. Belmont, California: Wadsworth Publishing Company
3159:) can be attributed to a misplaced reliance on the
2563:example who embodied integrity, assertiveness, and
1024:(1870â1924) demanded an Ă©lite group of disciplined
9055:Issues in Culture, Rights, and Governance Research
8946:. New York: Seven Stories Press (published 2011).
8943:Profit Over People: Neoliberalism and Global Order
8930:Profit over People: neoliberalism and global order
8569:. Business Myths. London: Kogan Page. p. 21.
8167:The Sky Is Not The Limit â Breakthrough Leadership
7932:Journal of Leadership & Organizational Studies
7209:
6552:
5841:Sadler, Philip (2003). "The development process".
5578:
5524:
5168:
5023:
4693:
4595:
4593:
4389:
4387:
4385:
4017:
3828:. Bloomington, Indiana: AuthorHouse. p. 169.
3616:. Nairobi: Evangel Publishing House. p. 137.
3610:Saffold, Guy (2005). "Leadership Through Vision".
3155:Similarly, various historical calamities (such as
2165:Task-oriented and relationship-oriented leadership
2088:Task-oriented and relationship-oriented leadership
1647:which involves exchange of labor for rewards, and
1543:
8928:Chomsky, Noam (1999). "Consent without Consent".
6800:
6357:Stogdill, Ralph Melvin; Bass, Bernard M. (1990).
5606:
5604:
5602:
5477:
5072:
4882:
4454:
3192: â Charm that can inspire devotion in others
2327:Studies have shown the importance of longer paid
1962:self-absorbed, hostile, and very self-confident.
1008:Starting in the 19th century, the elaboration of
11368:
9258:Schultz, Duane P. Schultz, Sydney Ellen (2010).
8303:. Washington, D.C.: Federal Executive Institute.
8250:
7337:
5991:
4486:
4352:
3511:
3466:. SAGE Publications, Limited. pp. 719â733.
3209: â Actions of someone in a subordinate role
1658:
1316:
1312:
1261:
921:Comparable to the Roman tradition, the views of
723:". In other words, leadership is an influential
716:of others in the accomplishment of a common and
9167:On Heroes, Hero-Worship, and the Heroic History
9008:
8670:
8164:
6958:
6662:Mast, Marianne Schmid; Hall, Judith A. (2004).
6553:Rosenthal, Seth A.; Pittinsky, Todd L. (2006).
6525:
5998:. Porto: Vida Economica Editorial. p. 19.
5881:Why Hospitals Fail: Between Theory and Practice
5175:. Englewood Cliffs, New Jersey: Prentice-Hall.
4947:Behavior Modification Principles and Procedures
4590:
4382:
4243:
3993:The Art of War: Complete Texts and Commentaries
3653:(2nd ed.). New York: Cosimo. p. 206.
3487:Goleman, D.; Boyatzis, R.E.; McKee, A. (2003).
3266: â Concept within organization development
3045:
3036:
1926:
1873:
1581:leaders need to work on their inner psychology.
1505:, as it depends on the circumstances, and as a
1146:
745:have produced theories involving (for example)
8812:
8673:Group Dynamics: Theory, Research, and Practice
8179:
7993:Leadership and Futuring: Making Visions Happen
7174:
6715:Group Dynamics: Theory, Research, and Practice
6416:
5714:
5635:
5599:
5195:
5143:. Pittsburgh: University of Pittsburgh Press.
4702:
4599:
3920:Feminism and American Literary History: Essays
3790:. New Delhi: Mittal Publications. p. 12.
3591:Goldsmith, Marshall (2016). Dekel, Gil (ed.).
3099:, and others) in the 19th and 20th centuries.
2607:to make improvements to the overall structure.
2538:, one of the world's greatest military leaders
2503:to make improvements to the overall structure.
2052:
2032:
1985:the âbabble effectâ or the âbabble hypothesisâ
1682:with the leader, while out-group members have
1155:
11347:
11331:
10281:
9449:
8714:"Nonlinear dynamics and leadership emergence"
8707:
8705:
8464:
8194:
6831:Headquarters, Department of the Army (2006),
6293:Smith, Jeffrey A.; Foti, Roseanne J. (1998).
5581:Organizational Behavior and Human Performance
5554:Organizational Behavior and Human Performance
5408:
5363:
5324:
5125:. McGraw-Hill: Harper and Row Publishers Inc.
4796:. New York: Guilford Press. pp. 219â247.
4144:
3646:
3613:Strategic Planning: Leadership through Vision
3284: â Those charged with authority in Islam
2756:Ten characteristics of well-functioning teams
2224:Transactional and Transformational Leadership
1974:
1252:
913:guidance, which is sometimes associated with
618:
19:"Leader" redirects here. For other uses, see
9282:: CS1 maint: multiple names: authors list (
9238:
9016:The Road to War: The Origins of World War II
8432:Journal of Personality and Social Psychology
8414:
7877:Van Vugt, M.; Hogan, R.; Kaiser, R. (2008).
7740:
7645:. London, GBR: Taylor and Francis. pp.
7333:
7331:
7139:Why do so many mediocre men rise to the top?
6926:: CS1 maint: multiple names: authors list (
6586:"The Most Common Type of Incompetent Leader"
6528:Journal of Personality and Social Psychology
6356:
6161:Journal of Personality and Social Psychology
5617:. London, GBR: Taylor and Francis. pp.
5097:. US: Oxford University Press. p. 198.
4978:
4944:
4794:Handbook of personality: Theory and research
4534:
4361:
3434:(8 ed.). California: Sage Publication.
2072:
1957:Narcissism, hubris and other negative traits
1047:thinking on leadership has often emphasized
979:
11283:
11260:
11251:
11242:
9390:Psychology, Humanism and Scientific Inquiry
9318:Ahlquist, John S.; Levi, Margaret (2011). "
8777:
8641:
8317:
8315:
8313:
8139:
8028:
7995:. Thousand Oaks, Calif.: Corwin Press, Inc.
7844:Henry P. Knowles; Borje O. Saxberg (1971).
7113:Tomas Chamorro-Premuzic (January 9, 2020).
6902:Griffin, Ronald J. Ebert, Ricky W. (2010).
6455:
6123:
5648:. London, GBR: Taylor and Francis. p.
5531:. New York: Harper and Row Publishers Inc.
5480:Applied Psychology: An International Review
5445:
5443:
5441:
5135:
4929:
3996:. Translated by Cleary, Thomas. Shambhala.
3960:Principles of Management, A Modern Approach
3407:. Lawrence Erlbaum Associates, Publishers.
2940:Although leadership is certainly a form of
2193:
1626:Transactional and transformational theories
894:
10388:Four Cardinal Principles and Eight Virtues
10288:
10274:
9456:
9442:
8976:
8813:Schelten, Andreas; Geiger, Robert (2002).
8702:
8644:Personality and Social Psychology Bulletin
8379:
8339:Personality and Social Psychology Bulletin
8251:Wrangham, Richard; Peterson, Dale (1996).
8033:. New York: Harper & Row. p. 221.
7710:Leadership (Handbook of Social Psychology)
7505:
7344:"Leadership and the fate of organizations"
7259:
7210:Chatrerji, Pinka; Markowitz, Sara (2004).
6868:
6845:: CS1 maint: location missing publisher (
6780:: CS1 maint: location missing publisher (
6708:
6489:Bedeian, Arthur G.; Day, David V. (2004).
6488:
6423:Group Processes & Intergroup Relations
6417:Hoyt, C. L.; Blascovich, J. (2016-07-26).
5813:
5498:
4868:: CS1 maint: location missing publisher (
4455:Tagger, S.; Hackett, R.; Saha, S. (1999).
2936:Leadership is possessing power over others
2663:has been referred to by sociologists as a
2655:An organization that is established as an
1821:
1307:), and the management of the group tasks (
1106:on individual attributes is known as the "
678:", influence, or guide other individuals,
625:
611:
9082:
9052:Acton, Q. Ashton, ed. (10 January 2013).
8851:
8745:Journal of Abnormal and Social Psychology
8742:
8711:
8527:(reprint ed.). Abingdon: Routledge.
8227:
8031:Leaders: The strategies for taking charge
7839:
7837:
7835:
7815:
7797:
7506:Bass, B. M.; Riggio, R. E., eds. (2006).
7471:
7412:
7328:
6939:
6937:
6886:
6796:
6794:
6709:Jones, Eric E.; Kelly, Janice R. (2007).
6638:
6473:
6292:
6215:
6158:
5782:
5780:
5756:
5163:
4791:
4731:
4651:
4569:
4474:
4437:
4181:Benjamin Jowett's translation of Plato's
4108:
3889:
3708:
3590:
3548:
3427:
2623:Learn how and when to remove this message
2519:Learn how and when to remove this message
2462:Learn how and when to remove this message
2264:Leadership differences affected by gender
2138:Learn how and when to remove this message
1908:
1435:bases the leader's effectiveness on what
1345:
1062:For a more general view on leadership in
827:Learn how and when to remove this message
712:in which a person can enlist the aid and
11387:Industrial and organizational psychology
8469:. New York: Oxford University Press Inc.
8310:
8184:. Long Grove, Ill.: Waveland Press, Inc.
7520:
7005:– via Taylor & Francis Online.
6661:
6456:Paglis, L.L.; Green, S.G. (2002-03-01).
6389:
6295:"A pattern approach to leader emergence"
5515:
5513:
5449:
5438:
5423:Klein, Zeigert, Knight, and Xiao (2006)
5057:
5034:: Harvard University Press. p. 16.
4299:
3381:Management: European and American Styles
2867:, present evidence that only humans and
2530:
2434:Relevant discussion may be found on the
2158:
1522:
1279:
1081:
654:
636:
10435:Values in Action Inventory of Strengths
9257:
8936:
8927:
8634:
8632:
8479:
8321:
8289:
8182:Leadership: A communication perspective
8043:
6901:
6762:
6750:
6583:
6074:
6043:
5715:Sy, T.; Cote, S.; Saavedra, R. (2005).
5710:
5708:
5706:
5704:
5117:
5018:
4996:
4637:
3986:
3609:
3402:
3377:
3344:
2992:Leaders entirely control group outcomes
2907:
2398:
2298:Barriers for non-western female leaders
2192:The term paternalism is from the Latin
1833:
1758:groups with leaders in a negative mood.
1239:, expertise, and problem-solving skills
1166:round-robin research design methodology
11369:
9239:Hiebert, Murray; Klatt, Bruce (2000).
9220:Montana, Patrick J.; Bruce H. (2008).
8994:
8981:(PhD thesis). Stellenbosch University.
8882:
8517:
8298:
8267:
8195:van Vugt, Mark; Ahuja, Anjana (2011).
7832:
7638:
7413:Jung, Dong I.; Sosik, John J. (2002).
7053:
6972:
6970:
6934:
6791:
6615:
6613:
6198:; Nahrgang, Jennifer D. (2005-06-01).
6099:
5915:
5840:
5786:
5777:
5672:
5641:
5610:
5454:. Cirencester: Management Books 2000.
5227:
4959:
4841:
4053:"leader, master, leadershipâ1800â2019"
3956:
2988:usually do so through negative means.
2446:to additional sources at this section.
1891:
1790:
1538:consideration and initiating structure
847:who appeared to lack divine sanction.
10269:
9437:
9290:
9136:
9051:
8837:
7990:
7578:
6943:
6070:
6068:
6066:
6064:
6062:
6060:
6058:
6039:
6037:
6035:
6033:
6031:
5956:
5519:
5510:
5292:
5255:
4979:Lussier, R. N.; Achua, C. F. (2010).
4962:"Operant Conditioning (B.F. Skinner)"
4217:
4190:
4118:. Mahwah, New Jersey: Paulist Press.
4070:
3890:Singh, Ravinder; Rani, Ajita (2017).
3783:
3684:Multiple Intelligences and Leadership
3312:
2201:
2189:rigid direction given by the leader.
2067:Laissez-faire or free-rein leadership
1598:individual selection and motivation.
749:, situational interaction, function,
9392:(1988) edited by Albert H. Cantril,
8629:
8562:
7707:
7672:The Handbook for Teaching Leadership
6976:
5789:Journal of Applied Social Psychology
5701:
5123:A theory of leadership effectiveness
4328:
4288:
4200:Vol. 3. Oxford University Press
4038:participating institution membership
3913:
3866:. Trafford Publishing. p. 134.
3859:
3714:
3316:Leadership: Limits and Possibilities
2659:or as a means for achieving defined
2577:
2473:
2411:
2341:personal and professional settings.
2120:adding citations to reliable sources
2091:
1995:
1947:
1736:The mood of individual group members
1701:
1678:. In-group members are said to have
1512:
1378:Situational and contingency theories
809:adding citations to reliable sources
780:
10420:Teachings of the Seven Grandfathers
10133:Bachelor of Business Administration
9161:
7846:Personality and Leadership Behavior
7743:"Civil Society in an Uncivil State"
6967:
6610:
5877:
5499:Bass, B. M.; Riggio, R. E. (2006).
5381:Zaccaro, Rittman, & Marks, 2001
3741:
3405:An integrative theory of leadership
3198: â Branch of social psychology
3079:
3024:All groups have a designated leader
2835:Biology and evolution of leadership
1689:
776:
13:
10234:Organizational behavior management
9324:Annual Review of Political Science
9183:
8005:
7521:Veldsman, Theo (14 January 2016).
6680:10.1023/B:JONB.0000039647.94190.21
6462:Journal of Organizational Behavior
6055:
6028:
5801:10.1111/j.1559-1816.1995.tb01775.x
5492:10.1111/j.1464-0597.1996.tb00847.x
4537:Journal of Business and Psychology
4476:10.1111/j.1744-6570.1999.tb00184.x
2964:Leaders are positively influential
2928:(i.e., innate talents) as well as
2822:
2734:National School Boards Association
2574:Ontological-phenomenological model
2427:relies largely or entirely upon a
1965:
1938:
14:
11413:
10148:Doctor of Business Administration
10138:Master of Business Administration
9401:
9219:
9206:
8486:. London: Routledge. p. 76.
8180:Hackman, M.; Johnson, C. (2009).
8008:"The Top 10 Leadership Qualities"
7154:. Harvard Business Review Press.
7056:Equal Opportunities International
6051:. Belmont, California: Wadsworth.
5060:Situational Factors in Leadership
1396:Substitutes for Leadership Theory
1227:noted that trait theories still:
990:meant that some newly developing
986:, and the phasing out of chattel
10249:
9421:
9407:
9388:14: 128â38, and pages 139â49 in
9386:Journal of Individual Psychology
9169:. Boston, MA: Houghton Mifflin.
9124:
9092:. AuthorHouse (published 2016).
9042:
8985:
8970:
8918:
8892:The Open Society and Its Enemies
8876:
8831:
8806:
8771:
8736:
8603:Administrative Science Quarterly
8594:
8556:
8511:
8473:
8458:
8423:
8408:
8373:
8330:
8301:Where have all the leaders gone?
8280:
8261:
8244:
8203:
8188:
8173:
8158:
8133:
8084:
8037:
8029:Bennis, W. G.; Nanus, B (1985).
8022:
7999:
7984:
7975:
7966:
7919:
7870:
7773:
7747:Journal of International Affairs
7734:
7701:
7678:
7663:
7600:
7572:
7545:
7514:
7499:
7403:
7394:
7385:
7342:; Craig, S. Bartholomew (2008).
7319:
7310:
7268:
7253:
7203:
7168:
7150:Tomas Chamorro-Premuzic (2019).
7143:
7132:
7121:
7106:
7044:
7009:
6952:
6895:
6862:
6824:
6741:
6702:
6655:
6577:
6546:
5992:Vasconcelos e SĂĄ, Jorge (2012).
5918:"Lord Nelson: Master of Command"
5411:Designing influential workgroups
5366:Designing influential workgroups
5327:Designing influential workgroups
5259:Administrative Science Quarterly
5079:The Journal of Social Psychology
5004:. New York, NY: D. A. Appleton.
4889:The Journal of Social Psychology
2944:, it is not demarcated by power
2650:
2582:
2478:
2416:
2096:
2081:
1849:
1568:Three Levels of Leadership model
1550:Three Levels of Leadership model
1370:20 years suggests that applying
785:
592:
48:
9192:: Edward Elgar Publishing Ltd.
9089:Interpreting Contemporary India
6869:Samosudova, Natalia V. (2017).
6519:
6482:
6449:
6410:
6383:
6350:
6317:
6286:
6251:
6187:
6152:
6117:
6108:
6093:
5947:
5909:
5871:
5834:
5807:
5750:
5666:
5572:
5545:
5468:
5429:
5393:
5384:
5375:
5348:
5315:
5286:
5249:
5221:
5189:
5157:
5129:
5111:
5086:
5066:
5051:
5026:Leadership without Easy Answers
4987:
4972:
4953:
4938:
4923:
4914:
4905:
4896:
4876:
4835:
4800:
4785:
4684:
4563:
4528:
4414:
4279:
4236:
4211:
4175:
4138:
4102:
4063:
4044:
4010:
3980:
3950:
3880:
3853:
3815:
3776:
3735:
3674:
3640:
3603:
3525:Academy of Management Executive
3518:"Leadership: Do traits matter?"
3431:Leadership: Theory and Practice
3105:noted in 1945 that leaders can
2345:Glass Ceilings and Glass Cliffs
2107:needs additional citations for
1917:
1858:
1751:The affective tone of the group
1544:Integrated psychological theory
1507:transactional leadership theory
1034:dictatorship of the proletariat
796:needs additional citations for
10373:Catalogue of Vices and Virtues
10112:Chartered Management Institute
9463:
8888:"Preface to the First Edition"
8229:10.1016/j.psyneuen.2016.06.005
8050:Group Decision and Negotiation
7741:Levi-Sanchez, Suzanne (2018).
6888:10.1051/matecconf/201710608062
6835:, Washington, D.C., p. 18
5233:Leadership and Decision Making
5141:Leadership and Decision-Making
4934:. Houston: Gulf Publishing Co.
4930:Blake, R.; Mouton, J. (1964).
3584:
3542:
3505:
3480:
3451:
3421:
3396:
3371:
3303:
3139:, challenge the fundamentally
2948:people. Rather, it is a power
2358:
2177:
1882:
1:
11392:Political science terminology
9412:The dictionary definition of
9295:. Canada: Boskwa Publishing.
9243:(1st ed.). McGraw-Hill.
8419:. San Francisco: Jossey-Bass.
8094:Academy of Management Journal
7642:Snapshots of Great Leadership
7077:Journal of Applied Psychology
6818:10.1080/00224545.1939.9713366
6668:Journal of Nonverbal Behavior
6584:Gregory, Scott (2018-03-30).
6311:10.1016/S1048-9843(98)90002-9
6126:Journal of Applied Psychology
6104:. Belmont, Calif.: Wadsworth.
5724:Journal of Applied Psychology
5645:Snapshots of Great Leadership
5614:Snapshots of Great Leadership
5309:10.1016/S1048-9843(96)90024-7
5231:(Spring 1974). "Book Review:
5215:10.1016/S1048-9843(02)00101-7
5139:; Yetton, Phillip W. (1973).
4809:Journal of Curriculum Studies
4779:10.1016/s1048-9843(99)00041-7
4746:10.1016/s1048-9843(98)90002-9
4602:Journal of Applied Psychology
4584:10.1016/s1048-9843(98)90002-9
4502:Journal of Applied Psychology
4396:Journal of Applied Psychology
4364:Journal of Applied Psychology
4314:10.1080/00223980.1948.9917362
3593:"Leaders Make Values Visible"
3337:essentially contested concept
3291:
2914:dispositional characteristics
2698:
2151:achieving targeted outcomes.
1665:Leaderâmember exchange theory
1659:Leaderâmember exchange theory
1357:and developed the concept of
1311:) according to three styles:
1262:Behavioral and style theories
1066:, compare the concept of the
335:Industrial and organizational
11022:
11013:
10990:
9481:Index of management articles
9291:Tittemore, James A. (2003).
8730:10.1016/j.leaqua.2007.04.005
8394:10.1016/j.leaqua.2008.07.007
7685:"6.3 Formal Organizations",
7296:10.1016/j.leaqua.2010.12.003
6806:Journal of Social Psychology
6640:10.1016/j.leaqua.2020.101409
6571:10.1016/j.leaqua.2006.10.005
6507:10.1016/j.leaqua.2004.07.005
6226:10.1016/j.leaqua.2005.03.002
5828:10.1016/j.leaqua.2005.12.004
5771:10.1016/j.leaqua.2006.04.008
5593:10.1016/0030-5073(75)90005-7
5566:10.1016/0030-5073(82)90236-7
5417:Hackman & Wageman (2005)
4696:Leadership at the crossroads
4448:10.1016/j.leaqua.2005.10.009
3428:Northouse, Peter G. (2018).
3351:. London: Sage. p. 26.
3296:
3215: â Theory of leadership
3046:Action-oriented environments
3037:Group members resist leaders
2600:it belongs under "Theories".
1927:Self-efficacy for leadership
1899:
1874:Big Five personality factors
1748:leaders influence followers.
1147:Rise of alternative theories
839:The Chinese doctrine of the
490:Human factors and ergonomics
7:
11402:Majorityâminority relations
11119:
10956:
10933:
10295:
10117:Critical management studies
9980:Full range leadership model
9339:Annual Review of Psychology
8467:The Allure of Toxic Leaders
8294:. New York: Harper and Row.
7508:Transformational Leadership
6540:10.1037/0022-3514.50.6.1091
5916:Palmer, Michael A. (1988).
5501:Transformational leadership
5360:Hackman & Wageman, 2005
5238:MIT Sloan Management Review
4945:Miltenberger, R.G. (2004).
4821:10.1080/0022027032000106726
4218:Evans, Jules (2012-05-04).
4077:. AuthorHouse. p. 71.
3784:Gupta, Ashok Kumar (1991).
3717:Team Performance Management
3348:Leadership: A critical text
3213:Full Range Leadership Model
3177:
3031:diffusion of responsibility
2645:
2385:B.M. Bass & R.E. Riggio
2250:Transformational leadership
2234:Transformational leadership
2053:Participative or democratic
2033:Autocratic or authoritarian
1797:Functional leadership model
1721:
1636:Transformational leadership
1519:Functional leadership model
1388:VroomâYetton decision model
1156:Reemergence of trait theory
1073:
28:Leadership (disambiguation)
10:
11418:
10107:Certified Business Manager
9355:Journal of Business Ethics
8792:10.1177/001872679504800702
8465:Lipman-Blumen, J. (2005).
8444:10.1037/0022-3514.71.2.315
8268:Parker, Ian (2007-07-23).
7898:10.1037/0003-066x.63.3.182
7316:Meindl & Ehrlich, 1987
6404:10.1037/0033-295x.92.4.532
6272:10.1207/s15327876mp1803s_5
6173:10.1037/0022-3514.92.2.307
6138:10.1037/0021-9010.86.3.481
5736:10.1037/0021-9010.90.2.295
5167:; Jago, Arthur G. (1988).
5058:Hemphill, John K. (1949).
4614:10.1037/0021-9010.92.2.347
4514:10.1037/0021-9010.87.4.765
4408:10.1037/0021-9010.71.3.402
4376:10.1037/0021-9010.68.4.678
2227:
2205:
2181:
2162:
2085:
2005:
1999:
1975:Willingness to Participate
1862:
1794:
1725:
1662:
1629:
1547:
1516:
1381:
1265:
1253:Attribute pattern approach
1108:trait theory of leadership
942:Jia Lin, in commentary on
25:
18:
11303:
11221:
11048:
10975:
10925:
10448:
10346:
10303:
10247:
10156:
10125:
10089:
10061:
10033:
9975:Evidence-based management
9945:
9919:
9847:
9821:
9778:
9746:
9702:
9691:
9637:
9572:
9565:
9554:
9489:
9471:
9367:10.1007/s10551-017-3678-0
8977:Dannhauser, Zani (2007).
8712:Guastello, S. J. (2007).
8111:10.5465/amj.2007.20159921
8062:10.1007/s10726-006-9046-6
7786:Frontiers in Neuroscience
7431:10.1177/10496402033003002
7360:10.1037/0003-066X.63.2.96
7219:Southern Economic Journal
7068:10.1108/02610150610687836
6977:Bass, Bernard M. (1999).
6851:Publication available at
6727:10.1037/1089-2699.11.1.15
6555:"Narcissistic Leadership"
5904:impression of leadership.
5342:Kouzes & Posner, 1995
4057:Google Books Ngram Viewer
4025:Oxford English Dictionary
3860:Cano, Librado F. (2010).
3512:Kirkpatrick, Shelley A.;
3273:Three theological virtues
3222:Leadership accountability
3149:individual responsibility
2932:(i.e., acquired skills).
2740:Characteristics of a Team
2407:
1499:Fiedler contingency model
1433:Fiedler contingency model
1384:Fiedler contingency model
971:Oxford English Dictionary
265:Applied behavior analysis
10229:Organization development
9985:Management by objectives
9293:Leadership at all Levels
8685:10.1037/1089-2699.9.1.45
8656:10.1177/0146167202281003
8382:The Leadership Quarterly
8351:10.1177/0146167288141002
8216:Psychoneuroendocrinology
8165:Bart Barthelemy (1997).
7944:10.1177/1548051816657983
7799:10.3389/fnins.2015.00055
7473:10.1177/2158244019900562
7284:The Leadership Quarterly
7189:10.1177/0149206307300818
6875:MATEC Web of Conferences
6764:Salazar, Philippe-Joseph
6627:The Leadership Quarterly
6559:The Leadership Quarterly
6495:The Leadership Quarterly
6435:10.1177/1368430207084718
6299:The Leadership Quarterly
6204:The Leadership Quarterly
5922:Naval War College Review
5816:The Leadership Quarterly
5759:The Leadership Quarterly
5687:10.1177/0018726700538001
5450:Scouller, James (2011).
5235:by Vroom & Yetton".
5032:Cambridge, Massachusetts
4767:The Leadership Quarterly
4717:10.1177/1046496402250429
4662:10.1037/0003-066x.62.1.6
4572:The Leadership Quarterly
4426:The Leadership Quarterly
3729:10.1108/TPM-07-2014-0037
3275: â Christian ethics
3253:Professional development
3243: â Leadership style
2916:present at birth (e.g.,
2898:
2710:
2239:Transactional leadership
2230:Transactional leadership
1632:Transactional leadership
874:marshals profiting from
10010:Social entrepreneurship
9970:Earned value management
8322:Forsyth, D. R. (2009).
8290:Gardner, J. W. (1965).
7991:Hoyle, John R. (1995).
7708:Gibb, Cecil A. (1970).
7639:Howell, Jon P. (2012).
7466:(1): 2158244019900562.
6995:10.1080/135943299398410
6961:Administrative Sciences
6590:Harvard Business Review
6079:. New York: Wadsworth.
6075:Forsyth, D. R. (2009).
5642:Howell, Jon P. (2012).
5611:Howell, Jon P. (2012).
5402:Kozlowski et al. (1996)
4842:Horton, Thomas (1992).
4549:10.1023/A:1007714801558
4255:Connor Court Publishing
4030:Oxford University Press
3848:until the 20th century.
3650:Transforming Leadership
3378:Grosset, Serge (1970).
3345:Western, Simon (2013).
3241:Narcissistic leadership
3161:principle of leadership
2598:. The reason given is:
2494:. The reason given is:
2311:Research and Literature
2244:management-by-exception
1822:Constructivist analysis
1441:situational contingency
1123:Heroes and Hero Worship
455:Behavioral neuroscience
110:Behavioral neuroscience
21:Leader (disambiguation)
11348:
11332:
11284:
11261:
11252:
11243:
10256:Systems science portal
10199:Management development
10194:Management cybernetics
10179:Executive compensation
10015:Sustainable management
9877:Information technology
9857:Environmental resource
9426:Quotations related to
9184:Ladkin, Donna (2011).
8299:Bennis, W. G. (1975).
7018:Psychological Bulletin
6758:. U. of Chicago Press.
6491:"Can chameleons lead?"
6361:. Simon and Schuster.
6196:Morgeson, Frederick P.
5357:Fleishman et al., 1991
5002:The Study of Sociology
4331:Psychological Bulletin
4289:Bird, Charles (1940).
3014:communication patterns
2539:
2388:
2317:paternalistic cultures
2194:
2073:
1909:Emotional intelligence
1728:Emotional intelligence
1680:high-quality exchanges
1620:mindfulness meditation
1528:
1359:positive reinforcement
1346:Positive reinforcement
1285:
1207:Openness to experience
980:
952:
933:
895:
664:
652:
505:Psychology of religion
445:Behavioral engineering
129:Cognitive neuroscience
95:Affective neuroscience
10837:Righteous indignation
10219:Managerial psychology
10184:Management consulting
10005:Scientific management
9788:Customer relationship
9476:Outline of management
9207:Miner, J. B. (2005).
8521:(18 December 2014) .
8103:Academy of Management
8044:Sivunen, Anu (2006).
7886:American Psychologist
7449:– via ProQuest.
7348:American Psychologist
7325:Day & Lord, 1988.
7177:Journal of Management
6853:Army Knowledge Online
6100:Aamodt, M.G. (2010).
6019:effective management?
5405:Zaccaro et al. (2001)
4960:McLeod, Saul (2007).
4640:American Psychologist
4302:Journal of Psychology
4074:Is Slavery Christian?
3957:Saxena, P.K. (2009).
3313:Grint, Keith (2005).
3259:Realistic Job Preview
3122:subject-matter expert
2904:leadership is about.
2676:informal organization
2534:
2377:
2159:Relationship-oriented
1863:Further information:
1684:low-quality exchanges
1526:
1464:group decision making
1355:behavior modification
1293:group decision making
1283:
1268:Managerial grid model
1082:Early Western history
934:
919:
870:leaders, such as the
864:divine right of kings
743:Studies of leadership
658:
640:
599:Psychology portal
10355:BodhipakkhiyÄ dhammÄ
10214:Managerial economics
10174:Corporate governance
10081:Oliver E. Williamson
9960:Collaborative method
9137:Bitar, Amer (2020).
9009:Wheatcroft, Andrew;
8718:Leadership Quarterly
8142:Facilitating to Lead
8140:Ingrid Bens (2006).
7674:. Sage Publications.
7419:Small Group Research
6392:Psychological Review
5296:Leadership Quarterly
4734:Leadership Quarterly
4705:Small Group Research
4462:Personnel Psychology
4110:Greenleaf, Robert K.
4071:Wells, Carl (2012).
3403:Chemers, M. (1997).
3184:Adaptive performance
3145:leadership principle
2908:Leadership is innate
2879:), and many others.
2680:objectives and goals
2440:improve this article
2399:Measuring leadership
2305:westernized cultures
2116:improve this article
1983:A hypothesis termed
1865:authentic leadership
1834:Leadership emergence
1755:Group affective tone
1561:authentic leadership
1483:achievement-oriented
1372:reinforcement theory
1137:University of Oxford
1055:. Compare this with
978:, opposition to the
805:improve this article
739:and informal roles.
26:For other uses, see
10425:Theological virtues
10328:Positive psychology
10076:Eliyahu M. Goldratt
9086:(3 November 2016).
9004:. New York: Viking.
8566:Myths of Leadership
7527:The Huffington Post
7338:Kaiser, Robert B.;
6904:Business essentials
6260:Military Psychology
4028:(Online ed.).
3531:(2). Archived from
3006:cult of personality
2665:formal organization
2605:editing the article
2501:editing the article
2008:Forms of government
1892:Character strengths
1791:Neo-emergent theory
1742:emotional contagion
1611:personal leadership
1586:leadership presence
1445:situational control
1141:Rhodes Scholarships
649:NiccolĂČ Machiavelli
450:Behavioral genetics
365:Occupational health
105:Behavioral genetics
36:Part of a series on
10857:Self-transcendence
10449:Individual virtues
10393:Nine Noble Virtues
10322:Nicomachean Ethics
10239:Pointy-haired Boss
10189:Management control
10025:Virtual management
8519:Farmer, David John
8169:. St. Lucie Press.
6266:(Suppl): S57âS68.
5943:– via JSTOR.
3247:Nicomachean Ethics
2540:
2271:agentic leadership
2214:servant leadership
2208:Servant leadership
2202:Servant leadership
1604:Private leadership
1557:servant leadership
1529:
1503:contingency theory
1426:contingency theory
1309:project management
1286:
1057:servant leadership
665:
653:
567:Schools of thought
405:Sport and exercise
251:Applied psychology
11382:Management theory
11364:
11363:
11360:
11359:
10511:Conscientiousness
10378:Epistemic virtues
10263:
10262:
10209:Management system
10143:PhD in management
9915:
9914:
9774:
9773:
9687:
9686:
9655:Product lifecycle
9394:Transaction Books
9302:978-0-9732914-0-7
9231:978-0-944740-04-0
9199:978-0-85793-131-3
9176:978-1-4069-4419-8
8199:. HarperBusiness.
8151:978-0-7879-7731-3
7262:Political Science
6913:978-0-13-705349-0
6045:Forsyth, Donelson
5182:978-0-13-615030-5
5150:978-0-8229-3266-6
5104:978-0-19-518754-0
5041:978-0-674-51858-2
5011:978-0-314-71117-5
4966:Simply Psychology
4292:Social Psychology
4264:978-1-922168-70-2
4036:(Subscription or
3970:978-81-907941-5-2
3903:978-1-946983-31-2
3414:978-0-8058-2679-1
3231:Leadership school
3127:Concepts such as
3117:critical thinking
2732:According to the
2717:shared leadership
2640:Michael C. Jensen
2633:
2632:
2625:
2595:layout guidelines
2529:
2528:
2521:
2491:layout guidelines
2472:
2471:
2464:
2148:
2147:
2140:
2060:shared leadership
2002:Leadership styles
1996:Leadership styles
1948:Social motivation
1702:Out-group members
1686:with the leader.
1600:Public leadership
1513:Functional theory
1475:expectancy theory
1402:Social scientists
1353:is the father of
1202:Conscientiousness
1127:Hereditary Genius
976:industrialization
841:Mandate of Heaven
837:
836:
829:
635:
634:
532:Counseling topics
475:Consumer behavior
216:Psycholinguistics
100:Affective science
11409:
11353:
11337:
11289:
11266:
11257:
11248:
11124:
11027:
11018:
10995:
10961:
10938:
10923:
10922:
10852:Self-cultivation
10405:Prussian virtues
10368:Cardinal virtues
10290:
10283:
10276:
10267:
10266:
10253:
9990:Management style
9700:
9699:
9570:
9569:
9563:
9562:
9458:
9451:
9444:
9435:
9434:
9425:
9411:
9378:
9312:Journal articles
9306:
9287:
9281:
9273:
9254:
9235:
9216:
9203:
9180:
9158:
9118:
9114:
9108:
9106:
9079:
9074:
9072:
9046:
9040:
9036:
9034:
9033:
9005:
8989:
8983:
8982:
8974:
8968:
8964:
8962:
8960:
8933:
8922:
8916:
8915:
8909:
8908:
8880:
8874:
8873:
8862:10.1109/52.62930
8855:
8835:
8829:
8828:
8826:
8820:. Archived from
8819:
8810:
8804:
8803:
8775:
8769:
8768:
8757:10.1037/h0058076
8740:
8734:
8733:
8709:
8700:
8696:
8667:
8636:
8627:
8626:
8598:
8592:
8591:
8585:
8583:
8560:
8554:
8553:
8548:leader principle
8543:
8541:
8515:
8509:
8508:
8502:
8500:
8477:
8471:
8470:
8462:
8456:
8455:
8427:
8421:
8420:
8412:
8406:
8405:
8377:
8371:
8370:
8334:
8328:
8327:
8319:
8308:
8304:
8295:
8284:
8278:
8277:
8265:
8259:
8258:
8257:. Mariner Books.
8248:
8242:
8241:
8231:
8207:
8201:
8200:
8192:
8186:
8185:
8177:
8171:
8170:
8162:
8156:
8155:
8137:
8131:
8130:
8088:
8082:
8081:
8041:
8035:
8034:
8026:
8020:
8019:
8014:. Archived from
8003:
7997:
7996:
7988:
7982:
7979:
7973:
7970:
7964:
7963:
7923:
7917:
7916:
7914:
7908:. Archived from
7883:
7874:
7868:
7867:
7841:
7830:
7829:
7819:
7801:
7777:
7771:
7770:
7738:
7732:
7731:
7705:
7699:
7698:
7697:
7696:
7682:
7676:
7675:
7667:
7661:
7660:
7636:
7625:
7624:
7619:
7617:
7604:
7598:
7597:
7592:
7590:
7576:
7570:
7569:
7564:
7562:
7549:
7543:
7542:
7536:
7534:
7518:
7512:
7511:
7503:
7497:
7493:
7475:
7450:
7407:
7401:
7398:
7392:
7389:
7383:
7382:
7376:
7374:
7335:
7326:
7323:
7317:
7314:
7308:
7307:
7281:
7272:
7266:
7265:
7257:
7251:
7250:
7231:10.2307/20062092
7216:
7207:
7201:
7200:
7172:
7166:
7165:
7147:
7141:
7136:
7130:
7125:
7119:
7118:
7110:
7104:
7100:
7089:10.1037/a0036734
7071:
7048:
7042:
7041:
7030:10.1037/a0023557
7013:
7007:
7006:
6974:
6965:
6964:
6956:
6950:
6949:
6941:
6932:
6931:
6925:
6917:
6899:
6893:
6892:
6890:
6866:
6860:
6850:
6844:
6836:
6828:
6822:
6821:
6798:
6789:
6785:
6779:
6771:
6759:
6745:
6739:
6738:
6706:
6700:
6699:
6659:
6653:
6652:
6642:
6617:
6608:
6607:
6605:
6604:
6581:
6575:
6574:
6550:
6544:
6543:
6534:(6): 1091â1099.
6523:
6517:
6516:
6514:
6513:
6486:
6480:
6479:
6477:
6453:
6447:
6446:
6414:
6408:
6407:
6387:
6381:
6380:
6354:
6348:
6347:
6321:
6315:
6314:
6290:
6284:
6283:
6255:
6249:
6248:
6246:
6245:
6236:. Archived from
6219:
6191:
6185:
6184:
6156:
6150:
6149:
6121:
6115:
6112:
6106:
6105:
6097:
6091:
6090:
6072:
6053:
6052:
6041:
6026:
6022:
6014:
6012:
5988:
5982:
5980:
5951:
5945:
5944:
5942:
5940:
5913:
5907:
5906:
5900:
5898:
5875:
5869:
5868:
5863:
5861:
5838:
5832:
5831:
5811:
5805:
5804:
5784:
5775:
5774:
5754:
5748:
5747:
5721:
5712:
5699:
5698:
5681:(8): 1027â1055.
5670:
5664:
5663:
5639:
5633:
5632:
5608:
5597:
5596:
5576:
5570:
5569:
5549:
5543:
5542:
5530:
5517:
5508:
5504:
5495:
5472:
5466:
5465:
5447:
5436:
5435:Fleishman (1953)
5433:
5427:
5414:
5397:
5391:
5388:
5382:
5379:
5373:
5369:
5352:
5346:
5330:
5319:
5313:
5312:
5290:
5284:
5283:
5253:
5247:
5246:
5225:
5219:
5218:
5197:Vroom, Victor H.
5193:
5187:
5186:
5174:
5165:Vroom, Victor H.
5161:
5155:
5154:
5137:Vroom, Victor H.
5133:
5127:
5126:
5119:Fiedler, Fred E.
5115:
5109:
5108:
5090:
5084:
5083:
5070:
5064:
5063:
5055:
5049:
5045:
5029:
5015:
4998:Spencer, Herbert
4991:
4985:
4984:
4976:
4970:
4969:
4957:
4951:
4950:
4942:
4936:
4935:
4927:
4921:
4918:
4912:
4909:
4903:
4900:
4894:
4893:
4880:
4874:
4873:
4867:
4859:
4839:
4833:
4832:
4804:
4798:
4797:
4789:
4783:
4782:
4762:
4753:
4749:
4728:
4699:
4688:
4682:
4681:
4655:
4635:
4626:
4625:
4597:
4588:
4587:
4567:
4561:
4560:
4532:
4526:
4525:
4497:
4484:
4480:
4478:
4451:
4441:
4418:
4412:
4411:
4391:
4380:
4379:
4359:
4350:
4346:
4343:10.1037/h0044587
4325:
4296:
4283:
4277:
4276:
4240:
4234:
4233:
4231:
4230:
4215:
4209:
4208:
4206:
4205:
4179:
4173:
4172:
4167:
4165:
4142:
4136:
4135:
4133:
4132:
4106:
4100:
4099:
4093:
4091:
4067:
4061:
4060:
4048:
4042:
4041:
4033:
4021:
4014:
4008:
4007:
3984:
3978:
3977:
3954:
3948:
3944:
3939:
3937:
3910:
3896:. Notion Press.
3884:
3878:
3877:
3857:
3851:
3850:
3844:
3842:
3819:
3813:
3812:
3806:
3804:
3780:
3774:
3773:
3764:
3762:
3739:
3733:
3732:
3723:(3/4): 199â216.
3712:
3706:
3705:
3703:
3701:
3678:
3672:
3671:
3669:
3667:
3644:
3638:
3637:
3632:
3630:
3607:
3601:
3600:
3588:
3582:
3581:
3575:
3573:
3551:Hogg, Michael A.
3546:
3540:
3539:
3537:
3522:
3509:
3503:
3502:
3484:
3478:
3477:
3455:
3449:
3448:
3425:
3419:
3418:
3400:
3394:
3393:
3391:
3389:
3375:
3369:
3365:
3341:
3307:
3287:
3278:
3269:
3236:Multiteam system
3227:
3218:
3196:Crowd psychology
3163:as exhibited in
3089:Great Man theory
3080:Critical thought
3018:behavioral norms
2998:Western cultures
2974:bystander effect
2855:Richard Wrangham
2728:
2628:
2621:
2617:
2614:
2608:
2586:
2585:
2578:
2565:social abilities
2524:
2517:
2513:
2510:
2504:
2482:
2481:
2474:
2467:
2460:
2456:
2453:
2447:
2420:
2419:
2412:
2386:
2336:Society and Laws
2197:
2143:
2136:
2132:
2129:
2123:
2100:
2092:
2076:
2027:domain knowledge
1690:In-group members
1649:transformational
1471:path-goal theory
1392:pathâgoal theory
1275:David McClelland
985:
950:
931:
900:
832:
825:
821:
818:
812:
789:
781:
777:Historical views
773:, among others.
710:social influence
641:In his treatise
627:
620:
613:
597:
596:
595:
562:Research methods
221:Psychophysiology
81:Basic psychology
52:
33:
32:
11417:
11416:
11412:
11411:
11410:
11408:
11407:
11406:
11397:Social concepts
11367:
11366:
11365:
11356:
11299:
11217:
11044:
10971:
10921:
10444:
10430:Three Treasures
10347:Virtue families
10342:
10316:Moral character
10299:
10294:
10264:
10259:
10243:
10152:
10121:
10102:Business school
10085:
10063:
10057:
10043:Decision-making
10035:
10029:
10000:Micromanagement
9995:Macromanagement
9947:
9941:
9911:
9867:Human resources
9862:Field inventory
9843:
9817:
9780:
9770:
9742:
9695:
9693:
9683:
9633:
9576:
9558:
9556:
9550:
9492:of organization
9491:
9485:
9467:
9462:
9404:
9399:
9309:
9303:
9275:
9274:
9270:
9251:
9232:
9215:: M. E. Sharpe.
9200:
9177:
9163:Carlyle, Thomas
9155:
9145:Springer Nature
9127:
9122:
9121:
9117:
9104:
9102:
9100:
9070:
9068:
9066:
9047:
9043:
9039:
9031:
9029:
9027:
8990:
8986:
8975:
8971:
8967:
8958:
8956:
8954:
8923:
8919:
8906:
8904:
8902:
8881:
8877:
8836:
8832:
8824:
8817:
8811:
8807:
8780:Human Relations
8776:
8772:
8741:
8737:
8710:
8703:
8699:
8637:
8630:
8615:10.2307/2392813
8599:
8595:
8581:
8579:
8577:
8561:
8557:
8539:
8537:
8535:
8516:
8512:
8498:
8496:
8494:
8478:
8474:
8463:
8459:
8428:
8424:
8413:
8409:
8378:
8374:
8335:
8331:
8320:
8311:
8307:
8285:
8281:
8266:
8262:
8249:
8245:
8208:
8204:
8193:
8189:
8178:
8174:
8163:
8159:
8152:
8144:. Jossey-Bass.
8138:
8134:
8089:
8085:
8042:
8038:
8027:
8023:
8006:Hakala, David.
8004:
8000:
7989:
7985:
7980:
7976:
7971:
7967:
7924:
7920:
7912:
7881:
7875:
7871:
7856:
7842:
7833:
7778:
7774:
7739:
7735:
7720:
7706:
7702:
7694:
7692:
7684:
7683:
7679:
7668:
7664:
7657:
7637:
7628:
7615:
7613:
7606:
7605:
7601:
7588:
7586:
7577:
7573:
7560:
7558:
7551:
7550:
7546:
7532:
7530:
7529:. BuzzFeed, Inc
7519:
7515:
7504:
7500:
7496:
7408:
7404:
7399:
7395:
7390:
7386:
7372:
7370:
7336:
7329:
7324:
7320:
7315:
7311:
7279:
7273:
7269:
7258:
7254:
7214:
7208:
7204:
7173:
7169:
7162:
7148:
7144:
7137:
7133:
7126:
7122:
7111:
7107:
7103:
7049:
7045:
7014:
7010:
6975:
6968:
6957:
6953:
6942:
6935:
6919:
6918:
6914:
6900:
6896:
6881:(8062): 08062.
6867:
6863:
6838:
6837:
6829:
6825:
6799:
6792:
6788:
6773:
6772:
6756:Political Style
6752:Hariman, Robert
6746:
6742:
6707:
6703:
6660:
6656:
6618:
6611:
6602:
6600:
6582:
6578:
6551:
6547:
6524:
6520:
6511:
6509:
6487:
6483:
6475:10.1002/job.137
6454:
6450:
6415:
6411:
6388:
6384:
6369:
6355:
6351:
6336:
6322:
6318:
6291:
6287:
6256:
6252:
6243:
6241:
6217:10.1.1.318.5548
6192:
6188:
6157:
6153:
6122:
6118:
6113:
6109:
6098:
6094:
6087:
6073:
6056:
6042:
6029:
6025:
6010:
6008:
6006:
5978:
5976:
5974:
5952:
5948:
5938:
5936:
5914:
5910:
5896:
5894:
5892:
5876:
5872:
5859:
5857:
5855:
5839:
5835:
5812:
5808:
5785:
5778:
5755:
5751:
5719:
5713:
5702:
5675:Human Relations
5671:
5667:
5660:
5640:
5636:
5629:
5609:
5600:
5577:
5573:
5550:
5546:
5539:
5518:
5511:
5507:
5473:
5469:
5462:
5448:
5439:
5434:
5430:
5426:
5398:
5394:
5389:
5385:
5380:
5376:
5372:
5353:
5349:
5345:
5320:
5316:
5291:
5287:
5272:10.2307/2391905
5254:
5250:
5226:
5222:
5194:
5190:
5183:
5162:
5158:
5151:
5134:
5130:
5116:
5112:
5105:
5091:
5087:
5071:
5067:
5056:
5052:
5048:
5042:
5020:Heifetz, Ronald
5012:
4992:
4988:
4977:
4973:
4958:
4954:
4943:
4939:
4928:
4924:
4919:
4915:
4910:
4906:
4901:
4897:
4881:
4877:
4861:
4860:
4856:
4845:The CEO Paradox
4840:
4836:
4805:
4801:
4790:
4786:
4763:
4756:
4752:
4689:
4685:
4653:10.1.1.475.9808
4636:
4629:
4598:
4591:
4568:
4564:
4533:
4529:
4498:
4487:
4483:
4439:10.1.1.333.3080
4419:
4415:
4392:
4383:
4360:
4353:
4349:
4284:
4280:
4265:
4245:Donald Markwell
4241:
4237:
4228:
4226:
4216:
4212:
4203:
4201:
4180:
4176:
4163:
4161:
4159:
4143:
4139:
4130:
4128:
4126:
4107:
4103:
4089:
4087:
4085:
4068:
4064:
4051:
4049:
4045:
4035:
4015:
4011:
4004:
3985:
3981:
3971:
3955:
3951:
3947:
3935:
3933:
3931:
3904:
3893:Human Behaviour
3885:
3881:
3874:
3858:
3854:
3840:
3838:
3836:
3820:
3816:
3802:
3800:
3798:
3781:
3777:
3760:
3758:
3756:
3740:
3736:
3713:
3709:
3699:
3697:
3695:
3679:
3675:
3665:
3663:
3661:
3645:
3641:
3628:
3626:
3624:
3608:
3604:
3589:
3585:
3571:
3569:
3567:
3547:
3543:
3535:
3520:
3514:Locke, Edwin A.
3510:
3506:
3499:
3485:
3481:
3474:
3456:
3452:
3442:
3426:
3422:
3415:
3401:
3397:
3387:
3385:
3376:
3372:
3368:
3359:
3331:
3308:
3304:
3299:
3294:
3285:
3276:
3267:
3225:
3216:
3180:
3141:anti-democratic
3093:Herbert Spencer
3082:
3048:
3039:
3026:
2994:
2966:
2938:
2910:
2901:
2882:By comparison,
2837:
2828:Self-leadership
2825:
2823:Self-leadership
2792:Personal traits
2723:
2713:
2701:
2653:
2648:
2629:
2618:
2612:
2609:
2603:Please help by
2602:
2587:
2583:
2576:
2559:their cohorts.
2525:
2514:
2508:
2505:
2499:Please help by
2498:
2483:
2479:
2468:
2457:
2451:
2448:
2442:by introducing
2433:
2421:
2417:
2410:
2401:
2387:
2384:
2372:Job performance
2361:
2329:maternity leave
2323:Maternity Leave
2300:
2266:
2236:
2228:Main articles:
2226:
2210:
2204:
2186:
2180:
2167:
2161:
2144:
2133:
2127:
2124:
2113:
2101:
2090:
2084:
2069:
2055:
2035:
2010:
2004:
1998:
1977:
1968:
1966:Absentee leader
1959:
1950:
1941:
1939:Self-monitoring
1929:
1920:
1911:
1902:
1894:
1885:
1876:
1867:
1861:
1852:
1836:
1828:constructivists
1824:
1799:
1793:
1730:
1724:
1711:job performance
1704:
1692:
1667:
1661:
1638:
1630:Main articles:
1628:
1552:
1546:
1521:
1515:
1414:Herbert Spencer
1398:
1382:Main articles:
1380:
1348:
1270:
1264:
1255:
1225:Stephen Zaccaro
1158:
1149:
1084:
1076:
951:
941:
932:
929:
833:
822:
816:
813:
802:
790:
779:
647:, the diplomat
631:
593:
591:
584:
583:
582:
581:
557:Psychotherapies
525:
515:
514:
435:
427:
426:
425:
424:
253:
243:
242:
241:
240:
201:Neuropsychology
83:
31:
24:
17:
12:
11:
5:
11415:
11405:
11404:
11399:
11394:
11389:
11384:
11379:
11362:
11361:
11358:
11357:
11355:
11354:
11345:
11338:
11329:
11322:
11315:
11307:
11305:
11301:
11300:
11298:
11297:
11290:
11281:
11274:
11267:
11258:
11249:
11240:
11233:
11225:
11223:
11219:
11218:
11216:
11215:
11208:
11201:
11188:
11181:
11174:
11167:
11160:
11153:
11146:
11139:
11132:
11125:
11116:
11109:
11102:
11095:
11088:
11081:
11074:
11067:
11060:
11052:
11050:
11046:
11045:
11043:
11042:
11035:
11028:
11019:
11010:
11003:
10996:
10987:
10979:
10977:
10973:
10972:
10970:
10969:
10962:
10953:
10946:
10939:
10929:
10927:
10920:
10919:
10914:
10909:
10904:
10899:
10894:
10889:
10884:
10879:
10874:
10869:
10864:
10859:
10854:
10849:
10844:
10839:
10834:
10829:
10824:
10819:
10814:
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10456:Accountability
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9692:On activity or
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9403:
9402:External links
9400:
9398:
9397:
9382:Hadley Cantril
9379:
9346:
9331:
9315:
9314:
9313:
9308:
9307:
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9288:
9269:978-0205683581
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9038:
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9025:
9011:Overy, Richard
9006:
8996:Arendt, Hannah
8991:
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8966:
8965:
8952:
8934:
8924:
8917:
8900:
8875:
8853:10.1.1.381.466
8830:
8827:on 2016-03-05.
8805:
8786:(7): 747â770.
8770:
8751:(2): 231â238.
8735:
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8701:
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8492:
8472:
8457:
8438:(2): 315â330.
8422:
8407:
8388:(5): 582â594.
8372:
8329:
8324:Group dynamics
8309:
8306:
8305:
8296:
8286:
8279:
8274:The New Yorker
8260:
8243:
8202:
8187:
8172:
8157:
8150:
8132:
8083:
8056:(4): 345â366.
8036:
8021:
8018:on 2013-04-10.
7998:
7983:
7981:Ogbonnia, 2007
7974:
7965:
7918:
7915:on 2014-04-11.
7892:(3): 182â196.
7869:
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7425:(3): 313â336.
7409:
7402:
7393:
7391:Campbell, 1990
7384:
7327:
7318:
7309:
7267:
7252:
7202:
7183:(3): 426â478.
7167:
7161:978-1633696327
7160:
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7105:
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7101:
7083:(1): 128â161.
7072:
7062:(3): 188â199.
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6285:
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6194:Ilies, Remus;
6186:
6167:(2): 307â324.
6151:
6132:(3): 481â498.
6116:
6107:
6092:
6086:978-0495599524
6085:
6077:Group dynamics
6054:
6049:Group Dynamics
6027:
6024:
6023:
6004:
5989:
5972:
5953:
5946:
5928:(1): 105â116.
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5571:
5560:(1): 109â131.
5544:
5538:978-0060105884
5537:
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3622:
3602:
3597:Design Toolbox
3583:
3565:
3541:
3538:on 2010-06-27.
3504:
3497:
3479:
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3179:
3176:
3143:nature of the
3081:
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3044:
3038:
3035:
3025:
3022:
3010:group cohesion
2993:
2990:
2965:
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2873:territoriality
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2470:
2469:
2438:. Please help
2424:
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2400:
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2206:Main article:
2203:
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2182:Main article:
2179:
2176:
2163:Main article:
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2000:Main article:
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1994:
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1792:
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1663:Main article:
1660:
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1582:
1578:
1575:
1548:Main article:
1545:
1542:
1517:Main article:
1514:
1511:
1459:decision model
1379:
1376:
1347:
1344:
1266:Main article:
1263:
1260:
1254:
1251:
1250:
1249:
1246:
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1240:
1223:Specifically,
1218:
1217:
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1199:
1194:
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1181:
1180:
1177:
1157:
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1148:
1145:
1119:Francis Galton
1115:Thomas Carlyle
1083:
1080:
1075:
1072:
1041:Caesaro-papism
1028:to act as the
954:Machiavelli's
939:
927:
897:pater familias
835:
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817:September 2009
793:
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784:
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699:North American
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158:
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148:
146:Cross-cultural
143:
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112:
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10878:
10877:Sportsmanship
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10870:
10868:
10865:
10863:
10860:
10858:
10855:
10853:
10850:
10848:
10845:
10843:
10842:Righteousness
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10830:
10828:
10825:
10823:
10820:
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10813:
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10755:Nonattachment
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10428:
10426:
10423:
10421:
10418:
10416:
10415:Seven virtues
10413:
10411:
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10406:
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10396:
10394:
10391:
10389:
10386:
10384:
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10364:
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10362:BrahmavihÄrÄs
10359:
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10349:
10345:
10339:
10338:Virtue ethics
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10334:
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10329:
10326:
10324:
10323:
10319:
10317:
10314:
10312:
10309:
10308:
10306:
10304:About virtues
10302:
10298:
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10224:Managerialism
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10071:Peter Drucker
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9418:at Wiktionary
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9345:(1): 421â449.
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9154:9783030573973
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9129:
9128:
9125:Other Sources
9113:
9101:
9099:9781524665319
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9085:
9084:Nageshwar, K.
9081:
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8938:Chomsky, Noam
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8932:. p. 53.
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8609:(1): 78â102.
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8105:: 1217â1234.
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7354:(2): 96â110.
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7340:Hogan, Robert
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7024:(4): 616â42.
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6633:(5): 101409.
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4253:. Australia:
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4189:" class. See
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3182:
3181:
3175:
3173:
3168:
3166:
3162:
3158:
3153:
3150:
3147:by stressing
3146:
3142:
3138:
3135:, and common
3134:
3130:
3125:
3123:
3118:
3114:
3110:
3108:
3104:
3100:
3098:
3094:
3090:
3086:
3077:
3074:
3070:
3066:
3061:
3056:
3052:
3043:
3034:
3032:
3021:
3019:
3015:
3011:
3007:
3003:
2999:
2989:
2985:
2983:
2979:
2975:
2971:
2961:
2959:
2955:
2951:
2947:
2943:
2933:
2931:
2927:
2923:
2919:
2915:
2905:
2896:
2894:
2889:
2885:
2880:
2878:
2874:
2870:
2866:
2865:
2860:
2859:Dale Peterson
2856:
2852:
2849:
2845:
2841:
2840:Mark van Vugt
2832:
2829:
2817:
2814:
2811:
2808:
2805:
2804:Effectiveness
2802:
2799:
2796:
2793:
2790:
2787:
2784:
2781:
2778:
2775:
2772:
2769:
2766:
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2684:
2681:
2677:
2672:
2670:
2666:
2662:
2658:
2651:Organizations
2643:
2641:
2637:
2636:Werner Erhard
2627:
2624:
2616:
2606:
2601:
2597:
2596:
2591:This section
2589:
2580:
2579:
2571:
2568:
2566:
2560:
2556:
2552:
2548:
2544:
2537:
2536:Julius Caesar
2533:
2523:
2520:
2512:
2502:
2497:
2493:
2492:
2487:This section
2485:
2476:
2475:
2466:
2463:
2455:
2445:
2441:
2437:
2431:
2430:
2429:single source
2425:This section
2423:
2414:
2413:
2405:
2396:
2393:
2381:
2376:
2373:
2369:
2367:
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2295:
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2255:
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2240:
2235:
2231:
2221:
2219:
2215:
2209:
2199:
2196:
2190:
2185:
2175:
2171:
2166:
2156:
2152:
2142:
2139:
2131:
2121:
2117:
2111:
2110:
2105:This section
2103:
2099:
2094:
2093:
2089:
2082:Task-oriented
2079:
2075:
2074:laissez-faire
2064:
2061:
2050:
2046:
2044:
2040:
2030:
2028:
2022:
2020:
2019:laissez-faire
2014:
2009:
2003:
1993:
1989:
1986:
1981:
1972:
1963:
1954:
1945:
1936:
1932:
1924:
1915:
1906:
1897:
1889:
1880:
1871:
1866:
1856:
1850:Assertiveness
1847:
1843:
1839:
1831:
1829:
1819:
1817:
1816:royal lineage
1812:
1808:
1804:
1798:
1788:
1785:
1780:
1778:
1769:
1767:
1764:
1760:
1756:
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1738:
1735:
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1708:
1699:
1696:
1687:
1685:
1681:
1677:
1673:
1666:
1656:
1652:
1650:
1646:
1645:transactional
1642:
1637:
1633:
1623:
1621:
1612:
1608:
1605:
1601:
1596:
1595:
1594:
1587:
1583:
1579:
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1571:
1569:
1564:
1562:
1558:
1551:
1541:
1539:
1533:
1525:
1520:
1510:
1508:
1504:
1500:
1496:
1492:
1491:participative
1488:
1484:
1480:
1476:
1472:
1467:
1465:
1460:
1456:
1452:
1448:
1446:
1442:
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1427:
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1411:
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1403:
1397:
1393:
1389:
1385:
1375:
1373:
1367:
1364:
1360:
1356:
1352:
1351:B. F. Skinner
1343:
1341:
1337:
1332:
1328:
1324:
1322:
1321:laissez-faire
1318:
1314:
1313:authoritarian
1310:
1306:
1302:
1298:
1294:
1290:
1282:
1278:
1276:
1269:
1259:
1247:
1244:
1241:
1238:
1237:social skills
1234:
1230:
1229:
1228:
1226:
1221:
1214:
1213:self-efficacy
1210:
1208:
1205:
1203:
1200:
1198:
1195:
1193:
1190:
1188:
1185:
1184:
1183:
1182:
1178:
1175:
1174:
1173:
1171:
1170:meta-analyses
1167:
1163:
1153:
1144:
1142:
1138:
1134:
1130:
1128:
1124:
1120:
1116:
1111:
1109:
1104:
1103:
1099:
1095:
1094:
1089:
1079:
1071:
1069:
1065:
1060:
1058:
1054:
1050:
1046:
1042:
1037:
1035:
1031:
1027:
1023:
1019:
1015:
1011:
1006:
1004:
1001:, commercial
1000:
997:
993:
992:organizations
989:
984:
983:
982:ancien regime
977:
973:
972:
965:
963:
959:
958:
949:
945:
938:
926:
924:
918:
916:
912:
908:
904:
899:
898:
892:
891:paternalistic
888:
883:
881:
877:
873:
869:
865:
861:
857:
853:
848:
846:
842:
831:
828:
820:
810:
806:
800:
799:
794:This section
792:
788:
783:
782:
774:
772:
768:
764:
760:
756:
752:
748:
744:
740:
738:
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722:
719:
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706:
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696:
692:
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685:
684:organizations
681:
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560:
558:
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553:
552:Psychologists
550:
548:
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542:Organizations
540:
538:
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524:
519:
518:
511:
510:Psychometrics
508:
506:
503:
501:
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493:
491:
488:
486:
483:
481:
478:
476:
473:
471:
470:Consciousness
468:
466:
463:
461:
458:
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453:
451:
448:
446:
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431:
430:
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411:
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406:
403:
401:
398:
396:
393:
391:
390:Psychotherapy
388:
386:
385:Psychometrics
383:
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182:
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172:
169:
167:
164:
162:
159:
157:
156:Developmental
154:
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139:
135:
132:
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127:
125:
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11111:
11104:
11099:Brahmacharya
11097:
11090:
11083:
11076:
11069:
11062:
11055:
11037:
11030:
11005:
10998:
10982:
10964:
10948:
10941:
10897:Tranquillity
10847:Self-control
10817:Renunciation
10775:Philanthropy
10770:Perspicacity
10730:Magnificence
10683:Intelligence
10663:Impartiality
10583:Faithfulness
10471:Authenticity
10397:
10383:Five virtues
10360:
10353:
10333:Trait theory
10320:
10254:
10052:
9808:Supply chain
9781:relationship
9779:On aspect or
9672:Construction
9638:On component
9559:organization
9531:Intelligence
9430:at Wikiquote
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9327:
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9088:
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9030:. Retrieved
9015:
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8957:. Retrieved
8942:
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8891:
8884:Popper, Karl
8878:
8843:
8839:
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8822:the original
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8582:16 September
8580:. Retrieved
8565:
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8538:. Retrieved
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8497:. Retrieved
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7553:
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7526:
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6498:
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6238:the original
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5925:
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5880:
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5521:Burns, J. M.
5500:
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5410:
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5229:Lorsch, J.W.
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4224:The Guardian
4223:
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4196:
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4147:
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4114:
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4095:
4088:. Retrieved
4073:
4065:
4056:
4046:
4023:
4019:"leadership"
4012:
3992:
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3952:
3941:
3934:. Retrieved
3919:
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3824:
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3744:
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3683:
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3649:
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3612:
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3555:
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3533:the original
3528:
3524:
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3453:
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3380:
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3207:Followership
3202:E-leadership
3170:The idea of
3169:
3165:dictatorship
3157:World War II
3154:
3137:civic virtue
3133:employeeship
3126:
3113:Noam Chomsky
3111:
3101:
3083:
3073:just-in-time
3057:
3053:
3049:
3040:
3027:
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2995:
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2954:manipulation
2949:
2945:
2939:
2922:intelligence
2918:extraversion
2911:
2902:
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2881:
2862:
2853:
2847:
2844:Anjana Ahuja
2838:
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2683:themselves.
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2392:toxic leader
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2125:
2114:Please help
2109:verification
2106:
2070:
2056:
2047:
2036:
2023:
2015:
2011:
1990:
1982:
1978:
1969:
1960:
1951:
1942:
1933:
1930:
1921:
1918:Intelligence
1912:
1903:
1895:
1886:
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1859:Authenticity
1853:
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1641:Bernard Bass
1639:
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1494:
1490:
1486:
1482:
1479:Victor Vroom
1468:
1451:Victor Vroom
1449:
1444:
1440:
1437:Fred Fiedler
1430:
1422:
1416:(1884) (and
1399:
1368:
1349:
1336:Robert Blake
1333:
1329:
1325:
1287:
1271:
1256:
1222:
1219:
1197:Extraversion
1187:Intelligence
1162:trait theory
1159:
1150:
1133:Cecil Rhodes
1131:
1126:
1122:
1112:
1100:
1091:
1085:
1077:
1068:statesperson
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1038:
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1003:corporations
996:nation-state
969:
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953:
947:
935:
923:Confucianism
920:
915:matriarchies
884:
868:meritocratic
849:
838:
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814:
803:Please help
798:verification
795:
771:intelligence
741:
707:
705:approaches.
688:
682:, or entire
672:organization
667:
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495:Intelligence
226:Quantitative
191:Mathematical
186:Intelligence
176:Experimental
171:Evolutionary
161:Differential
10917:Workmanship
10807:Punctuality
10725:Magnanimity
10648:Hospitality
10598:Forgiveness
10543:Discernment
10501:Cleanliness
10048:Forecasting
9965:Distributed
9872:Information
9849:On resource
9793:Engineering
9619:Performance
9577:(top-level)
9504:Association
9105:7 September
9071:7 September
8959:7 September
8589:management.
6326:New leaders
6011:15 December
5986:phenomenon.
5979:15 December
5897:15 December
5860:15 December
5339:Adair, 1988
5074:Lewin, Kurt
4884:Lewin, Kurt
4815:(1): 3â34.
4646:(1): 6â16.
3666:11 November
3629:11 November
3129:autogestion
3103:Karl Popper
3097:Leo Tolstoy
2877:bellwethers
2869:chimpanzees
2703:The terms "
2613:August 2023
2509:August 2023
2452:August 2023
2366:performance
2359:Performance
2352:glass cliff
2276:stereotypes
2184:Paternalism
2178:Paternalism
2128:August 2023
1883:Birth order
1811:Lord Nelson
1803:information
1746:charismatic
1412:suggested.
1340:Jane Mouton
1053:Divine plan
1049:stewardship
930:P.K. Saxena
907:patriarchal
852:aristocracy
537:Disciplines
410:Suicidology
305:Educational
260:Anomalistic
236:Theoretical
211:Personality
141:Comparative
124:Cognitivism
115:Behaviorism
11377:Leadership
11371:Categories
11230:Auctoritas
11078:Aparigraha
11057:AdhiáčáčhÄna
11039:Sophrosyne
11007:Eutrapelia
10892:Temperance
10872:Solidarity
10862:Simplicity
10822:Resilience
10797:Politeness
10765:Patriotism
10745:Moderation
10618:Good faith
10608:Generosity
10568:Equanimity
10548:Discipline
10506:Compassion
10053:Leadership
10036:activities
9948:approaches
9902:Technology
9822:On problem
9803:Perception
9756:Accounting
9721:production
9717:Operations
9694:department
9609:Innovation
9584:Capability
9546:Reputation
9526:Healthcare
9514:Restaurant
9465:Management
9428:Leadership
9415:Leadership
9222:Management
9190:Cheltenham
9032:2017-08-20
8907:2017-08-20
7695:2021-06-21
7400:Yukl, 2006
6603:2020-09-23
6512:2017-02-16
6328:. Sphere.
6244:2017-02-16
5844:Leadership
5527:Leadership
5202:Leadership
5082:: 271â301.
4892:: 271â301.
4229:2018-11-07
4204:2014-09-12
4131:2014-07-21
4040:required.)
3915:Baym, Nina
3491:. Sphere.
3319:. London:
3292:References
3282:Uli al-amr
3264:Super-team
2982:efficiency
2978:creativity
2768:Priorities
2705:management
2699:Management
2661:objectives
2657:instrument
2292:narcissism
2284:confidence
2258:creativity
2039:autocratic
2037:Under the
2006:See also:
1726:See also:
1676:out-groups
1609:The thirdâ
1495:supportive
1317:democratic
1289:Kurt Lewin
1192:Adjustment
1098:Plutarch's
1016:came with
957:The Prince
948:Art of War
911:empathetic
887:autocratic
872:Napoleonic
729:managerial
668:Leadership
644:The Prince
465:Competence
330:Humanistic
310:Ergonomics
295:Counseling
270:Assessment
206:Perception
166:Ecological
42:Psychology
11278:Humanitas
11024:Phronesis
11015:Philotimo
10867:Sincerity
10832:Reverence
10700:Judgement
10688:Emotional
10678:Integrity
10668:Innocence
10623:Gratitude
10603:Frugality
10593:Foresight
10573:Etiquette
10563:Endurance
10538:Diligence
10461:Alertness
10410:Scout Law
10311:Endowment
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10062:Pioneers,
9955:Adhocracy
9920:Positions
9892:Materials
9882:Knowledge
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7728:174777513
7688:Sociology
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2780:Decisions
2669:structure
2444:citations
2436:talk page
2043:dictators
1900:Dominance
1715:fair wage
1707:Out-group
1672:in-groups
1487:directive
1418:Karl Marx
1406:great men
1301:criticism
1045:Christian
1010:anarchist
999:republics
733:authority
460:Cognition
375:Political
285:Community
120:Cognitive
70:Subfields
11271:Gravitas
11254:Dignitas
11000:Ataraxia
10882:Sympathy
10812:Religion
10802:Prudence
10760:Patience
10735:Meekness
10710:Kindness
10658:Humility
10653:Humanity
10588:Fidelity
10533:Courtesy
10496:Chivalry
10491:Chastity
10481:Charisma
10476:Calmness
10466:Altruism
10064:scholars
9946:Methods,
9829:Conflict
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7561:21 April
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3178:See also
2970:validity
2958:coercion
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2786:Conflict
2646:Contexts
2383:â
2288:charisma
2254:charisma
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1766:strategy
1722:Emotions
1695:In-group
1455:taxonomy
1305:feedback
1233:Big Five
1211:General
1093:Republic
1074:Theories
1064:politics
1030:vanguard
1018:Leninism
940:â
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903:Feminist
878:open to
860:Monarchy
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767:charisma
751:behavior
703:European
572:Timeline
485:Feelings
480:Emotions
440:Behavior
434:Concepts
395:Religion
380:Positive
370:Pastoral
355:Military
320:Forensic
315:Feminist
300:Critical
290:Consumer
280:Coaching
275:Clinical
151:Cultural
90:Abnormal
11326:Sadaqah
11312:Ganbaru
11245:Decorum
11237:Caritas
11192:ĆraddhÄ
11178:Shaucha
11143:Kshanti
11071:Akrodha
10926:Chinese
10827:Respect
10750:Modesty
10720:Loyalty
10705:Justice
10673:Insight
10633:Honesty
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10399:PÄramÄ«s
10297:Virtues
10126:Degrees
10034:Skills,
9927:Interim
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4090:23 July
3988:Sun Tzu
3936:23 July
3107:mislead
3085:Carlyle
2930:nurture
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2810:Success
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2726:mentors
1807:stories
1439:called
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1117:and of
1014:Ă©litism
988:slavery
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885:In the
876:careers
718:ethical
714:support
701:versus
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691:Eastern
547:Outline
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181:Gestalt
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11032:Sophia
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2290:, and
1777:leader
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1363:praise
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1297:praise
1026:cadres
880:talent
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8866:S2CID
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680:teams
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