Toward a contextual theory of leadership

Osborn, Richard N.; Hunt, James G.; Jauch, Lawrence R.

doi:10.1016/s1048-9843(02)00154-6

Cited by 489 publications

(509 citation statements)

References 64 publications

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“…We list the most important of these schools given that we used them to estimate their impact on citations of quantitative articles. Relying on previous reviews (Bass & Bass, 2008;Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010;House & Aditya, 1997;Lowe & Gardner, 2000;Van Seters & Field, 1990), Day and Antonakis (2012) classified leadership schools into the following parsimonious categories: (a) trait, focusing on stable and personal attributes (e.g., personality) of leaders (Judge, Bono, Ilies, & Gerhardt, 2002;Lord, De Vader, & Alliger, 1986); (b) behavioral, which studies behavioral styles of leaders, usually looking at social support (consideration) or task (initiating structure) orientation (Judge, Piccolo, & Ilies, 2004), or other behavioral aspects of leadership; (c) contextual, which models how context affects the leadership phenomenon (Liden & Antonakis, 2009;Osborn, Hunt, & Jauch, 2002;Porter & McLaughlin, 2006); (d) contingency, which seeks to model how situational demands affect the impact of behavioral styles on outcomes (Fiedler, 1967;House & Mitchell, 1974); (e) relational, which focuses on quality of relations between leaders and followers (Dansereau, Graen, & Haga, 1975;Graen & Uhl-bien, 1995); (f) information processing, which employs a cognitive perspective of leadership (Lord, Foti, & De Vader, 1984;Lord & Maher, 1991); (g) the "new" leadership, which focuses on visionary, values-centered, and charismatic aspects of leadership and related perspectives (Bass, 1985;House, 1977); (h) biological and evolutionary perspectives, which take a genetic, neuroscientific, "hard"-science, or evolutionary approach to leadership (Van Vugt, Hogan, & Kaiser, 2008;Waldman, Balthazard, & Peterson, 2011). They also defined the "skeptics" school, which treats leadership as a social construction (Eden & Leviatan, 1975;Meindl, Ehrlich, & Dukerich, 1985), though they have suggested that this school is mostly subsumed in the information processing perspective.…”

Section: Mode Of Inquirymentioning

confidence: 99%

What makes articles highly cited?

Antonakis

Bastardoz

Liu

et al. 2014

The Leadership Quarterly

109

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We examined drivers of article citations using 776 articles that were published from 1990-2012 in a broad-based and high-impact social sciences journal, The Leadership Quarterly. These articles had 1,191 unique authors having published and received in total (at the time of their most recent article published in our dataset) 16,817 articles and 284,777 citations, respectively. Our models explained 66.6% of the variance in citations and showed that quantitative, review, method, and theory articles were significantly more cited than were qualitative articles or agentbased simulations. As concerns quantitative articles, which constituted the majority of the sample, our model explained 80.3% of the variance in citations; some methods (e.g., use of SEM) and designs (e.g., meta-analysis), as well as theoretical approaches (e.g., use of transformational, charismatic, or visionary type-leadership theories) predicted higher article citations. Regarding the statistical conclusion validity of quantitative articles, articles having endogeneity threats received significantly fewer citations than did those using a more robust design or an estimation procedure that ensured correct causal estimation. We make several general recommendations on how to improve research practice and article citations.

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Section: Mode Of Inquirymentioning

confidence: 99%

What makes articles highly cited?

Antonakis

Bastardoz

Liu

et al. 2014

The Leadership Quarterly

109

View full text Add to dashboard Cite

show abstract

“…Research has traditionally failed to adequately examine the impact of the context in which leaders and their followers are embedded (Avolio, 2007;Osborn et al, 2002;Silverthorne & Wang, 2001). Some studies (Hersey, Blanchard, & Johnson, 1996;Osborn, Hunt & Jauch, 2002) (Shafer & Wang, 2010).…”

Section: Moderating Influences Of Ethical Organizational Culture and mentioning

confidence: 99%

“…Some studies (Hersey, Blanchard, & Johnson, 1996;Osborn, Hunt & Jauch, 2002) (Shafer & Wang, 2010). Treviño, Butterfield, and McCabe (1998) and Victor and Cullen (1988) demonstrated that ethical culture and climate suggest to organizational members the typical and acceptable norms for ethical conduct within the organization.…”

Section: Moderating Influences Of Ethical Organizational Culture and mentioning

confidence: 99%

The Importance of Ethics and Ethical Leadership in the Accounting Profession

Copeland¹

2015

Research on Professional Responsibility and Ethics in Accounting

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The emergence of the twenty-first century was plagued with extensive, evasive and disheartening leadership failures. Despite the accounting profession's standards of professional ethics, it was also tainted with ethical leadership indiscretions during this era. In response to these ethical leadership failings, renewed interest in developing accounting professionals with strong ethical principles and ethical leadership behaviors has emerged. In many firms training and development of ethical behavior is now at the forefront of the firm's communications and professional development efforts. The question remains however, can the profession instill in its members the importance of ethical conduct? Can ethical leaders be developed that model and monitor ethical behavior? In response to the call for leaders who are ethical and moral, this research examined a model that examines ethical leadership and its impact on leader effectiveness for leaders within the accounting industry. The analysis shows that ethical and transformational leadership make incremental independent contributions in explaining leader effectiveness. The study comments on how the findings that ethically and morally focused leaders may impact the accounting profession and restore an industry tarnished with accusations of unethical behavior to one that regains its original prominence based on consistent, moral, ethical, and effective leaders. AbstractThe beginning of the twenty-first century was plagued with extensive, evasive, and disheartening

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“…Organizational design is the process of choosing and implementing a structural configuration (Osborn, Hunt, Jauch, 1984). The choice of an appropriate organizational design is contingent upon several factors, including the size of the firm, its operations and information technology, its environment, and the strategy it selects for growth and survival.…”

Section: The Role Of Organizational Designmentioning

confidence: 99%

Relationship between organizational design and organizational learning

Kolarić¹,

Petrovic²

2013

J Proc Manag New Tech

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Designing organizations in the present economic context should take into account organizational learning, as knowledge is considered to be one of the most important resources to the creation of sustainable competitive advantage. Companies can promote organizational learning by regulating mechanisms in its internal firm structure. An argument is put forward that firms can possess a learning strategy whose purpose is to optimize organizational mechanisms that promote organizational learning. This paper theoretically discusses how internal firm structures may be designed to optimize organizational learning.

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Toward a contextual theory of leadership

Cited by 489 publications

References 64 publications

What makes articles highly cited?

What makes articles highly cited?

The Importance of Ethics and Ethical Leadership in the Accounting Profession

Relationship between organizational design and organizational learning

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