Top management leadership: Inside the black box

Systematic variation in organizationally-shared cognitive prototypes of effective leadership based on organizational form

“…For example, Hunt, Boal, & Sorenson (1990) suggest that organizational structures, strategies, lifecycles, and culture have a substantial impact on the types of leaders that are viewed as effective and thus the content of leadership prototypes that are generated by members in a particular setting. Culture plays a particularly important role here, in that it helps to establish the environmental context that sanctions or discourages behavior (Hambrick & Finkelstein, 1987;Reichers & Schneider, 1990;Rousseau, 1990;Schein, 1992;Trice & Beyer, 1993).…”

Role congruity theory of prejudice toward female leaders.

“…Another determinant is the functional area of management within organizations, such as production, marketing, and personnel (Gomez-Mejia, McCann, & Page, 1985). Especially relevant to the masculinity versus femininity of leader roles is the level of these roles in organizational hierarchies (Hunt, Boal, & Sorenson, 1990;Lord & Maher, 1993). To examine this variable, researchers have asked managers at differing levels to rate the importance of various abilities or activities for their jobs (e.g., Alexander, 1979;Gomez-Mejia et al, 1985;Paolillo, 1981;Pavett & Lau, 1983).…”

Supervisors and teachers’ influence on expectations on empowering leadership among students in vocational education and training

“…Yukl 2013). Social cognitive research has demonstrated how schemas and implicit theories significantly influence judgements, choices, and behaviours (Ayman and Chemers 1983;Engle and Lord 1997;Fiske and Taylor 2013;Greenwald et al 2009;Hunt et al 1990;Lord et al 2001;Nye and Forsyth 1991;Porr and Fields 2006;Rush and Russell 1988;Ajzen 1991).…”