A 25-year perspective on levels of analysis in leadership research

Dionne, Shelley D.; Gupta, Alka; Sotak, Kristin Lee; Shirreffs, Kristie; Serban, Andra; Hao, Chanyu; Kim, Dong Ha; Yammarino, Francis J.

doi:10.1016/j.leaqua.2013.11.002

Cited by 104 publications

(90 citation statements)

References 220 publications

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“…Our fourth and final contribution is that, by synthesizing across leadership, affect, and creativity literatures, we offer an integrated multilevel framework to explain the complexity surrounding the relationship among the proposed variables at multiple levels in work teams. Researchers such as Dionne et al (2014), Dansereau (2011), andDansereau (2005) have suggested that the level issue has been neglected, leading to a misalignment between level of theory and conceptualization in TFL research. Although the theoretical importance of TFL has been made explicit in the literature, a large body of this research has so far failed to conceptualize its effects correctly (Dionne et al, 2014;Yammarino et al, 2002).…”

Section: Implications For Theory and Practicementioning

confidence: 99%

“…Researchers such as Dionne et al (2014), Dansereau (2011), andDansereau (2005) have suggested that the level issue has been neglected, leading to a misalignment between level of theory and conceptualization in TFL research. Although the theoretical importance of TFL has been made explicit in the literature, a large body of this research has so far failed to conceptualize its effects correctly (Dionne et al, 2014;Yammarino et al, 2002). The model we propose serves to illustrate in particular how individual-and group-focused TFL behaviors align with specific levels of affect and creativity, including relationships at within-person, interpersonal and team levels of conceptualization (Gooty et al, 2009;Gooty et al, 2010).…”

Section: Implications For Theory and Practicementioning

confidence: 99%

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A multilevel model of transformational leadership, affect, and creative process behavior in work teams

Tse

Ashkanasy

2015

The Leadership Quarterly

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We develop a multilevel model to explain how affect and transformational leadership (TFL) influence team creative process behavior. We theorize, in particular, that a dual-level model of TFL, which incorporates both individual-focused TFL (addressing the individual differences of team members) and group-focused TFL (addressing the team as a whole) underlies affect-creativity relationships. We argue moreover that these effects exist across three conceptual levels:(1) within-person, (2) interpersonal, and (3) group. We conclude with a discussion of the theoretical implications and limitations of our model and suggest potential avenues for future research.

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Section: Implications For Theory and Practicementioning

confidence: 99%

Section: Implications For Theory and Practicementioning

confidence: 99%

A multilevel model of transformational leadership, affect, and creative process behavior in work teams

Tse

Ashkanasy

2015

The Leadership Quarterly

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“…Existem, também, abordagens mais recentes sobre liderança (Carvalho, Tanure, Santos, & Lima, 2012;Dionne et al, 2014;Esper & Cunha, 2015). Trata-se das abordagens cultural, visionária, autêntica, carismática, ética e a dicotomia transformacional -transacional, além da incorporação de outras teorias vindas da psicologia.…”

Section: Liderança: Conceitos E Modelosunclassified

Atuação do Líder na Gestão Estratégica de Pessoas: Reflexões, Lacunas e Oportunidades

Bianchi¹,

Quishida²,

Foroni³

2017

Rev. adm. contemp.

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Resumo A gestão estratégica de pessoas é um tema bastante estudado, enfatizando a relação entre políticas e práticas de gestão e outras variáveis organizacionais. A atuação dos atores organizacionais na gestão é pouco trabalhada, tornando o processo de implementação da gestão de pessoas pouco explorado. O estudo sobre a área de recursos humanos contribui para evidenciar uma lacuna na implementação, pois enfatiza o papel consultivo dos profissionais. Este trabalho objetiva analisar a atuação dos líderes como elo na gestão estratégica de pessoas por meio de reflexões sugeridas e pautadas em referencial teórico (gestão estratégica de pessoas, liderança e relações entre essas temáticas) e sugerir uma integração de modelos (liderança e gestão de pessoas) para suportar a evolução dos estudos. As quatro orientações do líder propostas por Yukl (2012), as definições de espaço organizacional de O'Reilly, Caldwell, Chatman, Lapiz e Self (2010), bem como o modelo tridimensional de Gratton e Truss (2003) e a proposta de papéis na gestão de pessoas de Ulrich (1997) podem ser base para a integração dos temas. Por meio deste artigo, pretende-se contribuir fornecendo sustentação para o desenvolvimento e o aprofundamento de estudos empíricos, além de endereçar uma lacuna sobre a temática da implementação na gestão estratégica de pessoas.

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“…Reviews of research in the mainstream that take into account the complexity of the field -such as those that recognize the need to investigate from the different levels of analysis performed by Dionne et al (2014) -had the sole purpose of continuing to take into account the various levels at which leadership can be found. A recent review of Avolio, Walumbwa and Webwe (2014) identifies, as future trends for the theories currently in progress, more holistic approaches involving different angles of leadership -the followers, the context, the various levels and interaction between them -as well as the process in which the leadership is taking place -trends that have already been identified in most of the critical approaches presented earlier in this paper.…”

Section: José Ricardo De Paula Xavier Vilela E Antonio Carvalho Netomentioning

confidence: 99%

Is Leadership an Ideology? A Research Project Inspired by T. W. Adorno

Vilela

Neto

2017

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. IS LEADERSHIP. Acceptance: July 26, 2016. Evaluation system: double blind review. UNIVERSIDADE PRESBITERIANA MACKENZIE. Silvio Popadiuk (Editor), Fernanda Maria Duarte Nogueira (Associate Editor), p. 15 ABSTRACTPurpose: On the assumption that leadership is a social construction driven by interests, this article presents the results of an empirical research designed with the purpose of investigating the concept of leadership. Originality/gap/relevance/implications: The originality is the use of empirical procedures inspired by the work of an author often quoted in studies of theoretical and essayistic nature, but whose work in empirical research is little known among us. Key methodological aspects: The methodological procedures were chosen inspired by those used by T. W. Adorno in F scale production, which was oriented to identify contradictions, opposing views and unusual aspects not usually found in general literature on this subject. Summary of key results: It was identified that the exercise of leadership is motivated by interests -not those of one class against another, but those within the same social class -which are presented from different points of view, depending on whether the individual is or is not playing this role; there is a tendency to hide the relationship between the leadership and the exercise of power, and also that leaders that were in activity tend to hide the interests related to the exercise of this social role (such as the financial ones), as well as trying to characterize leadership as something extraordinary -characterization not recognized by many of the individuals who were no longer playing that role; and finally, that interests may be also related to the opportunity to offer training programs for the development of "leadership skills". Key considerations/conclusions: The results allow a deconstruction of some of the speeches involving aspects usually presented as characterizing this construct and suggests new research ways to seek the understanding of this object.

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A 25-year perspective on levels of analysis in leadership research

Cited by 104 publications

References 220 publications

A multilevel model of transformational leadership, affect, and creative process behavior in work teams

A multilevel model of transformational leadership, affect, and creative process behavior in work teams

Atuação do Líder na Gestão Estratégica de Pessoas: Reflexões, Lacunas e Oportunidades

Is Leadership an Ideology? A Research Project Inspired by T. W. Adorno

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