scholarly journals A Network Analysis of Leadership Theory

2016 ◽  
Vol 42 (5) ◽  
pp. 1374-1403 ◽  
Author(s):  
Jeremy D. Meuser ◽  
William L. Gardner ◽  
Jessica E. Dinh ◽  
Jinyu Hu ◽  
Robert C. Liden ◽  
...  
Keyword(s):  
Leadership Development ◽  
Network Analysis ◽  
Charismatic Leadership ◽  
Leadership Theory ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Theory Integration ◽  
Middle Range ◽  
The Status ◽  
Leadership Approaches

We investigated the status of leadership theory integration by reviewing 14 years of published research (2000 through 2013) in 10 top journals (864 articles). The authors of these articles examined 49 leadership approaches/theories, and in 293 articles, 3 or more of these leadership approaches were included in their investigations. Focusing on these articles that reflected relatively extensive integration, we applied an inductive approach and used graphic network analysis as a guide for drawing conclusions about the status of leadership theory integration. All 293 articles included in the analysis identified 1 focal theory that was integrated with 2 or more supporting leadership theories. The 6 leadership approaches most often appearing as the focal theory were transformational leadership, charismatic leadership, strategic leadership, leadership and diversity, participative/shared leadership, and the trait approach to leadership. On the basis of inductive reflections on our analysis, we make two key observations. First, the 49 focal leadership theories qualify as middle-range theories that are ripe for integration. Second, drawing from social network theory, we introduce the term “ theoretical neighborhood” to describe the focal theoretical networks. Our graphical inductive analyses reveal potential connections among neighboring middle-range leadership theories that merit investigation and, hence, identify promising future directions for achieving greater theoretical integration. We provide an online supplement with 10 additional leadership theory graphs and analyses: leadership in teams and decision groups, ethical leadership, leader and follower cognitions, leadership emergence, leadership development, emotions and leadership, implicit leadership, leader-member exchange, authentic leadership, and identity and identification process theories of leadership.

scholarly journals Leiderschap in organisaties: tot besluit

2005 ◽  
Vol 18 (4) ◽  
Author(s):  
Claartje Vinkenburg ◽  
Paul L. Koopman ◽  
Deanne N. Den Hartog
Keyword(s):  
Research Methods ◽  
Charismatic Leadership ◽  
Future Research ◽  
Participative Leadership ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Ongoing Research ◽  
Implicit Leadership Theories ◽  
Perceptions Of Leadership

Leadership in organizations: final remarks Leadership in organizations: final remarks Claartje Vinkenburg, Paul L. Koopman & Deanne N. Den Hartog, Gedrag & Organisatie, Volume 18, August 2005, pp. 228-233 In the last two volumes of the journal Gedrag & Organisatie a series of seven articles on 'Leadership in organizations' has been published, presenting recent and ongoing research in the Netherlands. The contributions varied in terms of content and research methods applied. The focus of attention was on transformational or charismatic leadership and on participative leadership. In addition, other issues seem to emerge such as implicit leadership theories, perceptions of leadership, and the role of emotion in leadership. The guest editors plead for more diversity in research methods in future research in this field.

scholarly journals Optimistic Leadership for the 21st Century and Beyond

2021 ◽  
Vol 14 (2) ◽  
Author(s):  
Vincent Techo
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
21St Century ◽  
Visionary Leadership ◽  
Leadership Theory ◽  
Distance Decay ◽  
Leadership Theories ◽  
Global Organizations ◽  
Differentiated Leadership ◽  
Leadership Approaches

This paper proposes a future-driven leadership theory — the optimistic leadership theory — suitable for leading global organizations in the 21st century and beyond. The author argues that a new leadership approach is needed for these organizations due to the complexities that come with globalization, including the high need for knowledge and experience, distance decay, and cultural amalgamation. Five leadership approaches (Visionary Leadership, Differentiated Leadership, Servant Leadership, Flexible Leadership, and Reflective Leadership) are identified as the components of optimistic leadership. Following a review of the rare literature on these five leadership approaches, they are found to constitute the best determinants of successful future-driven leadership. There is an overlap of some approaches and some are within other leadership theories such as transformational leadership. A model of optimistic leadership is suggested, and a test based on the variables is proposed.

The Impact of CEO Charismatic Rhetoric on Firm Performance

2014 ◽  
pp. 49-68
Author(s):  
J. Christian Broberg
Keyword(s):  
Firm Performance ◽  
Leadership Behavior ◽  
Negative Relationship ◽  
Charismatic Leadership ◽  
Leadership Theory ◽  
Stock Index ◽  
Leadership Theories ◽  
Significant Negative Relationship ◽  
The Impact ◽  
Do So

Leaders perceived as charismatic tend to have transformational effects on both individuals and organizations. Building on strategic leadership and charismatic leadership theories, this study explores the degree to which one type of charismatic leadership behavior, CEO charismatic rhetoric, influences firm performance. To do so, this chapter examines the charismatic rhetoric of CEOs found in their annual letter to shareholders for large firms listed on the S&P 500 stock index over the years 2001 to 2005. In examining shareholder letters, DICTION’s predefined dictionaries were combined to create measures of charismatic rhetoric dimensions consistent with charismatic leadership theory. Results reveal that, contrary to expectations, charismatic rhetoric dimensions display a significant negative relationship to measures of firm performance. Further, outsider CEOs were found to express greater levels of charismatic rhetoric than insider CEOs.

scholarly journals Exploring leadership in the context of dentistry in the UK

2016 ◽  
Vol 29 (2) ◽  
pp. 201-216 ◽  
Author(s):  
Stephen George Willcocks
Keyword(s):  
Leadership Development ◽  
Relevant Literature ◽  
Leadership Theory ◽  
Theory And Practice ◽  
Leadership Role ◽  
Limited Attention ◽  
Content Type ◽  
The Uk ◽  
Leadership Approaches ◽  
Recent Policy

Purpose The purpose of this paper is to explore selective leadership approaches in the context of dentistry in the UK. Design/methodology/approach This is a conceptual paper utilising published sources from relevant literature about leadership theory and practice and the policy background to dentistry in the UK. Findings This paper suggests that there is merit in identifying and applying an eclectic mix of leadership theory to the case of dentistry. It offers insight into individual aspects of the leadership role for dentists and applies this to the dental context. It also contrasts these individual approaches with shared leadership and suggests this may also be relevant to dentistry. It highlights the fact that leadership will be of growing concern for dentistry in the light of recent policy changes. Research limitations/implications This paper points out that there are developmental implications depending on the particular approach taken. It argues that leadership development will become increasingly important in dentistry in the UK. Originality/value This paper addresses a topic that has so far received limited attention in the literature.

Leadership and Meaningful Work

2019 ◽  
pp. 326-343
Author(s):  
Dennis Tourish
Keyword(s):  
Meaning Making ◽  
Spiritual Leadership ◽  
Meaningful Work ◽  
Leadership Theory ◽  
Dark Side ◽  
Leadership Theories ◽  
Dominant Discourse ◽  
Leadership Approaches

This chapter adopts a critical stance towards meaningful work and leadership theory and asks whether it is feasible or desirable for leaders to be positioned as architects of purpose and meaning. Work is, for many, a dissatisfying experience with little opportunity for voice and agency, rather than constituting a source of fulfillment and meaning. Leadership theories fail to account for leaders’ lack of authority over meaning-making for their followers. Leaders may end up threatening rather than strengthening employees’ existing sense of meaningfulness, since employees may not “buy in” to the dominant discourse and goals of the organization or the leader. Spiritual leadership approaches adopt a unitarist notion that leaders are uniquely placed to provide employees with a sense of meaningfulness, which fails to take account of the potential “dark side” of managing meaning. For many, meaningfulness may arise from resistance to prevailing ideologies.

Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information

2020 ◽  
Vol 7 (1) ◽  
pp. 49-74 ◽  
Author(s):  
Robert G. Lord ◽  
Olga Epitropaki ◽  
Roseanne J. Foti ◽  
Tiffany Keller Hansbrough
Keyword(s):  
Leadership Development ◽  
Future Research ◽  
Cultural Issues ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Adaptive Resonance ◽  
Implicit Leadership Theories ◽  
Dynamic Processing ◽  
Systematic List ◽  
Implicit Followership Theories

We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that guide leadership perceptions. We further address measurement issues, emerging areas of study such as implicit leadership theories, and identity and cross-cultural issues. We offer specific avenues for future research in the form of a systematic list of unanswered research questions and further outline leadership development implications.

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