Identity, deep structure and the development of leadership skill

Lord, Robert G.; Hall, Rosalie J.

doi:10.1016/j.leaqua.2005.06.003

Cited by 691 publications

(900 citation statements)

References 62 publications

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“…Consistent with previous research on expertise (Glaser &Chi, 1988;Shanteau, 1992) and leadership (Day & Lance, 2004;Hooijberg et al, 1997;Lord & Hall, 2006;, experienced leaders identified significantly more elements or dimensions of the scenario than did novice-level cadets. With respect to specific categories of dimensions, experienced leaders identified a greater number of tactical concerns than cadets, as well as a greater number of concerns about managing relationships and managing the self.…”

Section: Discussionsupporting

confidence: 84%

Leader Experience and the Identification of Challenges in a Stability and Support Operation

Nobel¹,

Zbylut²,

Fuchs³

et al. 2006

PsycEXTRA Dataset

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Section: Discussionsupporting

confidence: 84%

Leader Experience and the Identification of Challenges in a Stability and Support Operation

Nobel¹,

Zbylut²,

Fuchs³

et al. 2006

PsycEXTRA Dataset

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“…Identity and identification processes have received close attention from many researchers in the field of leadership theory and development (Day & Harrison, 2007;Lord & Hall, 2005). At the individual level of analysis, personal identification and organizational identification are some of the concepts examined in the literature.…”

Section: Follower-leader Identification and Contextual Performancementioning

confidence: 99%

Transformational leaders and work performance: the mediating roles of identification and self-efficacy

Cavazotte

Moreno

Bernardo

2013

BAR, Braz. Adm. Rev.

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In this study we investigate the connections between transformational leadership and subordinate formal and contextual performance among Brazilian employees. We also proposed and tested two mediating processes through which transformational leaders would enhance the performance of their staff: stronger follower identification with the leader and efficacy beliefs. These relations were tested with a sample of 107 managers from a multinational company that operates in the financial sector. The proposed structural equation model was assessed with Partial Least Squares (PLS) techniques. The results suggest that perceived transformational leadership is associated with higher levels of task performance and helping behaviors. Moreover, the proposed mediating processes were empirically supported. We discuss implications for theory and practice.

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“…Core values then become an integral part of the leader's identity. This demands formal training, deliberate practice and extensive experience according to Lord and Hall (2005). Shamir and Eilam (2005) argue, for example, that reflection, interpretation and revision of life-stories can contribute towards self-knowledge and authentic leadership.…”

Section: Previous Researchmentioning

confidence: 99%

Transformative learning in joint leadership

Wilhelmson¹

2006

Journal of Workplace Learning

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Purpose -The aim of this paper is to show what the leaders themselves regard as the working ingredients in their mutual work situation that help to facilitate personal development. Design/methodology/approach -In the paper data were collected through semi-structured interviews with 14 leaders at low and middle management levels in different lines of business within the private and public sector. The analysis of the learning processes draws on the theory of transformative learning. Findings -The paper revealed that joint leadership, according to the leaders, could provide the leaders themselves with a basis of personal development and learning. This depends on common core values, a supportive relationship and common work processes as well as complementarity, joint sense making and critical reflection. Research limitations/implications -The implies that joint leadership provides possibilities of transformative learning through examination of different points of view, through explicitly talking about habits of mind, and through stepwise changes of existing frames of reference. The results indicate that joint leadership offers the possibility of a deepened learning process in daily work in a communicative relationship where profound values and ways of acting are openly shared and critically-reflected upon. Joint leadership should however not be forced on to managers. Originality/value -The paper provides insights into learning processes for leaders, based on the possibilities, which can be created through joint leadership.

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Identity, deep structure and the development of leadership skill

Cited by 691 publications

References 62 publications

Leader Experience and the Identification of Challenges in a Stability and Support Operation

Leader Experience and the Identification of Challenges in a Stability and Support Operation

Transformational leaders and work performance: the mediating roles of identification and self-efficacy

Transformative learning in joint leadership

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