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Cited by 147 publications
(144 citation statements)
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References 57 publications
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“…Other research streams that are follower-centric in nature and draw attention to the behaviors of individuals acting in non-hierarchical ("non-leadership") positions are theories of shared leadership (Pearce & Conger, 2003) and self-leadership/self-management (Lovelace et al, 2007;Manz, 1986;Manz and Sims, 1980). Both of these theories privilege the role of the "follower" (i.e., subordinate) by recognizing that leadership behaviors can occur outside of formal managerial roles.…”
Section: Follower-centered Perspectivesmentioning
confidence: 99%
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“…Other research streams that are follower-centric in nature and draw attention to the behaviors of individuals acting in non-hierarchical ("non-leadership") positions are theories of shared leadership (Pearce & Conger, 2003) and self-leadership/self-management (Lovelace et al, 2007;Manz, 1986;Manz and Sims, 1980). Both of these theories privilege the role of the "follower" (i.e., subordinate) by recognizing that leadership behaviors can occur outside of formal managerial roles.…”
Section: Follower-centered Perspectivesmentioning
confidence: 99%
“…Grounded in concepts of self-control (Lovelace et al, 2007), self-management involves regulating one's behavior to reduce discrepancies from externally set standards (Manz, 1986) by encouraging behaviors such as self-observation, self-goal setting, incentive modification, and self-rehearsal (Manz and Sims, 1980;Neck et al, 1999). At the heart of this approach is the idea that leaders should develop skills in followers that promote their capacity to take more responsibility for their own direction and motivation (Lovelace et al, 2007). "Self-leadership implies that leadership can be self-imposed and thus does not require the traditional roles of leader and follower.…”
Section: Follower-centered Perspectivesmentioning
confidence: 99%
“…Nevertheless, a few studies were conducted that investigated whether shared leadership has an effect on work engagement, with the exceptions of Leeuwen [51], Zeier [52], and Lovelace et al [53]. However, those studies focused on the individual level and the results are not reconciled.…”
Section: Shared Leadership and Team Work Engagementmentioning
confidence: 99%
“…However, those studies focused on the individual level and the results are not reconciled. Whereas Zeier [52], and Lovelace et al [53] showed a positive relation, Leeuwen [51] concluded that shared leadership does not have a [18] argued that social support is a major factor of shared leadership.…”
Section: Shared Leadership and Team Work Engagementmentioning
confidence: 99%
“…Also, selfleadership has been shown to significantly influence career commitment, goal commitment, job commitment, and learning commitment [3]. Self-leadership is also meaningful in lowering or overcoming stress [4] [5], and it also improves performance by self-nurturing and developing natural growth potential [6].…”
Section: Introductionmentioning
confidence: 99%