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.

Despite Leaders’ Good Intentions?

2012 ◽  
Vol 220 (4) ◽  
pp. 241-250 ◽  
Author(s):  
Claudia Peus ◽  
Susanne Braun ◽  
Dieter Frey
Keyword(s):  
Levels Of Analysis ◽  
Future Research ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Positive Effects ◽  
Stable Conditions ◽  
Multiple Levels ◽  
Negative Leadership

This article introduces the concept of adverse leadership. Adverse leadership arises when followers (1) perceive their leader to violate leadership prototypes or to concur with antiprototypes, and (2) attribute this violation to internal stable conditions within the leader (i.e., actor-observer bias), even though (3) the leader had no intention to cause harm. Adverse leadership goes above and beyond earlier leadership concepts because it focuses on (a) the role of followers’ implicit leadership theories and attributions in negative leadership, and on (b) leader behavior that is not intended to be harmful by the leader; it is conceptualized on (c) multiple levels of analysis, and posited to have (d) differential negative and positive effects on outcomes in organizations. Implications for future research and practice are discussed.

Personal and Situational Antecedents of Workers’ Implicit Leadership Theories: A Within-Person, Between-Jobs Design

2018 ◽  
Vol 26 (2) ◽  
pp. 204-216 ◽  
Author(s):  
Winny Shen
Keyword(s):  
Organizational Culture ◽  
Situational Factor ◽  
Future Research ◽  
Personal Factor ◽  
Limited Evidence ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
The Relationship ◽  
Job Context

Despite a flourishing literature demonstrating the consequences of implicit leadership theories (ILTs) for workplace phenomena, relatively little is known about the antecedents of ILTs, particularly those that are malleable or can be changed to shape ILTs. In two studies of dual-job holders, which allows for the modeling of between- and within-person predictors, I examined the extent to which workers’ ILTs were stable versus dynamic across work contexts. In line with connectionist perspectives, trait identities, a personal factor, promoted stability in ILTs across situations in both studies, whereas there was some limited evidence that organizational culture, a situational factor, only predicted ILTs within a given job context. Furthermore, the relationship between independent identity and ILTs differed when examining workers’ typical versus ideal leadership conceptualizations. Implications for future research on ILTs are also discussed.

Self-Concept, Implicit Leadership Theories, and Follower Preferences for Leadership

2012 ◽  
Vol 220 (4) ◽  
pp. 231-240 ◽  
Author(s):  
Mark G. Ehrhart
Keyword(s):  
Self Esteem ◽  
Self Concept ◽  
Future Research ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theory ◽  
Implicit Leadership Theories ◽  
Categorization Theory ◽  
Self Construal ◽  
Leader Preference

The purpose of this study was to investigate the factors that shape followers’ initial reactions to leaders. Based on the literature on self-concept and leader categorization theory, it was hypothesized that followers’ self-concepts (specifically their self-esteem and self-construal) would predict their conceptualization of an ideal leader (i.e., their implicit leadership theory, ILT), which would then predict followers’ preferences for specific leadership styles. Using a sample of 206 university students, results indicated that the effects of independent self-construal on charismatic leader preference were partially mediated by the dedication ILT dimension, and the effects of interdependent self-construal were fully mediated by the sensitivity ILT dimension. Additional findings and directions for future research are discussed.

LEADing From Behind

2020 ◽  
pp. 405-422
Author(s):  
Geri Salinitri
Keyword(s):  
Classroom Teacher ◽  
Change Agents ◽  
Instructional Leaders ◽  
Teacher Education Programs ◽  
Education Programs ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Theory To Practice

In this chapter, implicit leadership theories are addressed and discussed in the role of a classroom teacher. Teacher Education programs explore the theories and programs like L.E.A.D. that is experiential and takes that theory to practice. Highlighted are the instructional leaders' styles of transformational, influential, distributive with a focus on servant leadership that models the role that works within classrooms, especially those with in-risk youth. Teachers can be change agents in this climate of social justice and inclusion.

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