A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions

Lord, Robert G.; Foti, Roseanne J.; Vader, Christy L. De

doi:10.1016/0030-5073(84)90043-6

Cited by 1,044 publications

(1,096 citation statements)

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“…Although these kinds of ratings are commonly used in leadership research, it does not address other potential problems with the measure. For example, leaders might have been judged to be effective because their behavior conforms to some form of implicit leadership theory or prototype (Lord, Foti, & De Vader, 1984) and not because they were actually more effective.…”

Section: Discussionmentioning

confidence: 99%

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Morgeson

2005

Journal of Applied Psychology

325

331

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Relatively little empirical research has been conducted on external leaders of self-managing teams. The integration of functional leadership theory with research on team routines suggests that leaders can intervene in teams in several different ways, and the effectiveness of this intervention depends on the nature of the events the team encounters. External team leaders from 3 organizations first described a series of events (N ϭ 117), and leaders and team members then completed surveys to quantitatively describe the events. Results indicated that leader preparation and supportive coaching were positively related to team perceptions of leader effectiveness, with preparation becoming more strongly related to effectiveness as event novelty increased. More active leader intervention activities (active coaching and sense making) were negatively related to satisfaction with leadership yet were positively related to effectiveness as events became more disruptive.

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Section: Discussionmentioning

confidence: 99%

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Morgeson

2005

Journal of Applied Psychology

325

331

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“…: Eden & Leviatan, 1975), baseada no pressuposto de que expectativas sobre o líder influenciam as percepções dos indivíduos sobre seu comportamento. O foco nos seguidores também propulsiona as teorias focadas no processamento de informações (Lord, Foti, & De Vader, 1984), que procuram compreender o papel das cognições, afetos, identidade dos seguidores e da prototipicalidade dos líderes no processo da liderança. Outra perspectiva que também desloca a atenção da figura do líder para os seus substitutos discute a liderança dispersa (Manz & Sims, 1991), que em conjunto com o enfoque gerencial no conceito de empoderamento (e.g.…”

Section: Histórico Das Pesquisas Sobre Liderançaunclassified

“…Com base no mapa de cocitações, pode-se observar ainda a presença, embora pequena, de trabalhos com referência nas escolas centradas nos seguidores, particularmente as teorias implícitas sobre a liderança e a teoria de processamento de informações (Lord et al, 1984;Lord & Maher, 1991), e em perspectivas contemporâneas associadas à escola dos traços (Judge, Bono, Ilies, & Gerhardt, 2002).…”

Section: Autores Que Mais Publicaram Nounclassified

Conhecimento Científico sobre Liderança: Uma Análise Bibliométrica do Acervo do The Leadership Quarterly

Turano

Cavazotte

2016

Rev. adm. contemp.

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Resumo Este trabalho investiga a produção científica contemporânea sobre a liderança publicada no The Leadership Quarterly (LQ), o principal periódico internacional dedicado exclusivamente ao tema. O estudo se baseia na aplicação do método bibliométrico aos 368 artigos publicados pela revista nos últimos seis anos, e examina sua autoria, origem e orientação teórica, bem como suas citações e cocitações. O resultado da análise indica que as Novas Teorias sobre a Liderança (Liderança Carismática, Transacional e Transformacional) e a Teoria das Trocas Líder-Seguidor (LMX) são os corpos teóricos dominantes no periódico. Esses trabalhos se orientam, majoritariamente, pela abordagem positivista e aplicam metodologias quantitativas de pesquisa. Essas observações são discutidas quanto às suas implicações para a difusão da produção científica sobre a liderança no contexto nacional e internacional.

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“…As a matter of fact, in Lord, Foti, and De Vader's (1984) list the trait 'creative' was included in the non-leader attributes list which clearly implies that creativity is not perceived as a core characteristic of leadership . Mueller et al (2011) took this idea further and reported a negative association between expressing creative ideas and assessment of leadership potential.…”

Section: Implications For Research On Leadership Schemas Social Idenmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions

Cited by 1,044 publications

References 42 publications

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Conhecimento Científico sobre Liderança: Uma Análise Bibliométrica do Acervo do The Leadership Quarterly

Creative Leadership: A Multi-Context Conceptualization

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