Handbook of Research on Crisis Leadership in Organizations

DuBrin, Andrew J.

doi:10.4337/9781781006405

Cited by 86 publications

(93 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…He also had passion to enjoy any ambiguity or uncertainty. These attributes of an innovative leader has been supported by the findings of Dubrin [13]. Edison's invention of motion picture camera along with his good communication with his supportive team mates indicates that he was a critical thinker, great collaborator, problem solver and good communicator.…”

Section: Thomas a Edisonmentioning

confidence: 62%

“…Edison's invention of motion picture camera along with his good communication with his supportive team mates indicates that he was a critical thinker, great collaborator, problem solver and good communicator. These attributes of an innovative leader is also supported by Grose and Freedman [19], Spreier et al [46] and Dubrin [13]. Edison was a man in love with new ideas and possessed the thrill of running to ground the problem at hand, to do something useful for mankind, and to constantly learn new things.…”

Section: Thomas a Edisonmentioning

confidence: 96%

“…[34], Premuzic [37], Dubrin [13] and Stevenson, [48]. Jobs had Desire to be creative and believed that there is a creative solution to any problem.…”

Section: Steve Jobs-founder and Former Ceo Of Applementioning

confidence: 99%

See 2 more Smart Citations

Attributes and Characteristics that Stimulate Innovation Leader's Creativity

Mishra¹,

Mishra

2017

International Journal of Management Excellence

View full text Add to dashboard Cite

show abstract

Section: Thomas a Edisonmentioning

confidence: 62%

Section: Thomas a Edisonmentioning

confidence: 96%

See 1 more Smart Citation

Attributes and Characteristics that Stimulate Innovation Leader's Creativity

Mishra¹,

Mishra

2017

International Journal of Management Excellence

View full text Add to dashboard Cite

show abstract

“…The declining importance of engagement and leader-follower interactions as company size increases likely reflects characteristics of larger organizations, including more rigid hierarchical structures, formal policies and procedures, larger spans of control, standardized operating and decision-making systems, specialized personnel and other staffs, legal constraints and societal expectations, and restrictive cultures that lessen the importance of or substitute for employee engagement, interpersonal interactions (Stodgill & Scott, 1957), and leadership (Kerr & Jermier, 1978;Daft, 2011;duBrin, 2013).…”

Section: Discussionmentioning

confidence: 99%

The Impacts of Company Size on Leadership

Marx

2017

MOS

View full text Add to dashboard Cite

This paper empirically tests the impacts of company size, measured by total sales revenues, on the importance of 12 essential leadership functions, (e.g., encouraging teamwork), six skills (e.g., interpersonal), seven traits (e.g., being decisive), four leadership styles -participatory, directive, tasks oriented, and employee oriented, and on leadership effectiveness.The findings evidence patterns of leadership at larger companies that are significantly different from smaller companies. The collective findings make a compelling argument that increasing company size reduces the importance of leaders engaging and interacting with followers. This likely reflects characteristics of larger companies that lessen the importance of or substitute for employee engagement and interpersonal interactions. However, the leadership at larger companies was not found to be less or more effective. The study also found that larger companies are more risk averse, which has additional implications for leadership. The findings have a number of implications for practitioners, researchers, and faculty teaching leadership.

show abstract

“…Style of leadership is the relatively consistent pattern of behavior that characterizes a leader (DuBrin, 2001). Leadership concerning performance was considered by scholars and researchers, but philosophical and scientific foundation of leadership style is yet scattered.…”

Section: Leadership Stylementioning

confidence: 99%

Transformational, Transactional Leadership Styles and Job Performance of Academic Leaders

Mahdinezhad¹,

Suandi²,

Silong³

et al. 2013

IES

View full text Add to dashboard Cite

In higher learning education, the performance is influenced by many factors. Effective leadership has an imperative role in the better performance and growth of the organization. Yet, several performance efforts were unsuccessful as a result of factors such as satisfactory leadership style of leaders. This study was carried out to identify the effect of styles of leadership on job performance. The assumed leadership styles are transactional and transformational. The research inspected the association between transactional (contingent rewards) and transformational styles of leadership influenced performance of academic leaders. The findings of this study would be useful for academic leaders. It is mainly aimed to increase the effectiveness of higher learning institution; therefore, they adopt leadership style that refines abilities of academic leaders and assists them to attain profit performance.

show abstract

Handbook of Research on Crisis Leadership in Organizations

Cited by 86 publications

References 0 publications

Attributes and Characteristics that Stimulate Innovation Leader's Creativity

Attributes and Characteristics that Stimulate Innovation Leader's Creativity

The Impacts of Company Size on Leadership

Transformational, Transactional Leadership Styles and Job Performance of Academic Leaders

Contact Info

Product

Resources

About