$\require{mediawiki-texvc}$

연합인증

연합인증 가입 기관의 연구자들은 소속기관의 인증정보(ID와 암호)를 이용해 다른 대학, 연구기관, 서비스 공급자의 다양한 온라인 자원과 연구 데이터를 이용할 수 있습니다.

이는 여행자가 자국에서 발행 받은 여권으로 세계 각국을 자유롭게 여행할 수 있는 것과 같습니다.

연합인증으로 이용이 가능한 서비스는 NTIS, DataON, Edison, Kafe, Webinar 등이 있습니다.

한번의 인증절차만으로 연합인증 가입 서비스에 추가 로그인 없이 이용이 가능합니다.

다만, 연합인증을 위해서는 최초 1회만 인증 절차가 필요합니다. (회원이 아닐 경우 회원 가입이 필요합니다.)

연합인증 절차는 다음과 같습니다.

최초이용시에는
ScienceON에 로그인 → 연합인증 서비스 접속 → 로그인 (본인 확인 또는 회원가입) → 서비스 이용

그 이후에는
ScienceON 로그인 → 연합인증 서비스 접속 → 서비스 이용

연합인증을 활용하시면 KISTI가 제공하는 다양한 서비스를 편리하게 이용하실 수 있습니다.

[해외논문] Authentic leadership and implicit theory: a normative form of leadership?

Leadership & organization development journal, v.34 no.2, 2013년, pp.182 - 195  

Nichols, Thomas W. ,  Erakovich, Rod

Abstract AI-Helper 아이콘AI-Helper

Purpose - This empirical study aims to consider the stability and connection of implicit leadership theories to authentic leadership using performance feedback as a first step in a larger research agenda. Design/methodology/approach - Scenarios were created to operationalize implicit a...

Keyword

참고문헌 (39)

  1. 10.1016/j.leaqua.2005.03.001 Avolio, B.J. and Gardner, W.L. (2005), “Authentic leadership development: getting to the root of positive forms of leadership”, The Leadership Quarterly, Vol. 16 No. 3, pp. 315‐38. 

  2. 10.1016/j.leaqua.2004.09.003 Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F. and May, D.R. (2004), “Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors”, The Leadership Quarterly, Vol. 15 No. 6, pp. 801‐23. 

  3. Bass, B.M. (1998), “The ethics of transformational leadership”, in Ciulla, J. (Ed.), Ethics, the Heart of Leadership, Praeger, Westport, CT, pp. 169‐92. 

  4. Bass, B.M. and Avolio, B.J. (1990), Manual for the Multifactor Leadership Questionnaire, Consulting Psychologists Press, Palo Alto, CA. 

  5. 10.1016/S1048-9843(99)00016-8 Bass, B.M. and Steidlmeier, P. (1999), “Ethics, character, and authentic transformational leadership behavior”, The Leadership Quarterly, Vol. 10 No. 2, pp. 181‐217. 

  6. 10.1016/j.obhdp.2005.03.002 Brown, M.E., Trevino, L.K. and Harrison, D.A. (2005), “Ethical leadership: a social learning perspective for construct development and testing”, Organizational Behavior and Human Decision Processes, Vol. 97 No. 2, pp. 117‐34. 

  7. Calder, B.J. (1977), “An attribution theory of leadership”, in Staw, B. and Salancik, G. (Eds), New Directions in Organizational Behavior, St Clair Press, Chicago, IL, pp. 179‐204. 

  8. 10.1177/109821409801900104 Chelimsky, E. (1998), “The role of experience in formulating theories of evaluation practice”, American Journal of Evaluation, Vol. 98 No. 1, pp. 35‐56. 

  9. 10.4135/9781452204932 Conger, J. and Kanungo, R.N. (1998), Charismatic Leadership in Organizations, Sage, Thousand Oaks, CA. 

  10. 10.1016/S1048-9843(99)00012-0 Conger, J.A. (1999), “Charismatic and transformational leadership in organizations: an insider's perspective on these developing streams of research”, The Leadership Quarterly, Vol. 10 No. 2, pp. 145‐69. 

  11. 10.5153/sro.73 Coomber, R. (1997), “Using the internet for survey research”, Sociological Research Online, Vol. 2 No. 2, available at: www.socresonline.org.uk/socresonline/2/2/2.html 

  12. 10.1037/0021-9010.60.6.736 Eden, D. and Leviathan, U. (1975), “Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales”, Journal of Applied Psychology, Vol. 60 No. 6, pp. 736‐41. 

  13. 10.1037/0021-9010.89.2.293 Epitropaki, O. and Martin, R. (2004), “Implicit leadership theories in applied settings: factor sructure, generalizability, and stability over time”, Journal of Applied Psychology, Vol. 89 No. 2, pp. 293‐310. 

  14. 10.1177/1525822X08322703 Flere, S. and Lavric, M. (2008), “On the validity of cross‐cultural social studies using student samples”, Field Methods, Vol. 20 No. 4, pp. 399‐412. 

  15. 10.1016/1048-9843(92)90006-2 Foti, R.J. and Luch, C.H. (1992), “The influence of individual differences on the perception and categorization of leaders”, The Leadership Quarterly, Vol. 3 No. 1, pp. 55‐66. 

  16. 10.1016/j.orgdyn.2004.06.004 Gardner, W.L. and Schermerhorn, J.R. (2004), “Unleashing individual potential: performance gains through positive organizational behavior and authentic leadership”, Organizational Dynamics, Vol. 33 No. 3, pp. 270‐81. 

  17. 10.1177/001872679705000404 George, J.M. and Jones, G.R. (1997), “Experiencing work: values, attitudes, and moods”, Human Relations, Vol. 10 No. 2, pp. 393‐416. 

  18. Hartog, D.N., House, R.J., Hanges, P.J., Ruiz‐Quintanilla, S.A. and Dormfan, P.W. (1999), “Culture specific and cross‐culturally generalizable implicit leadership theories: are attributes of charismatic/transformational leadership universally endorsed?”, The Leadership Quarterly, Vol. 10 No. 2, pp. 219‐56. 

  19. 10.1037/0021-9010.78.6.891 Howell, J.M. and Avolio, B.J. (1993), “Transformational leadership, transactional leadership, locus of control and support for innovation: key predictors of consolidated‐business‐unit performance”, Journal of Applied Psychology, Vol. 78 No. 6, pp. 891‐902. 

  20. 10.1016/1048-9843(90)90014-9 Hunt, J.G., Boal, K.B. and Sorenson, R.L. (1990), “Top management leadership: inside the black box”, The Leadership Quarterly, Vol. 1 No. 1, pp. 41‐65. 

  21. 10.1007/s11109-007-9037-6 Kam, C.D., Wilking, J.R. and Zechmeister, E.J. (2007), “Beyond the ‘narrow data base’: another convenience sample for experimental research”, Political Behavior, Vol. 29 No. 4, pp. 415‐40. 

  22. 10.4135/9781452220536 Kanungo, R.N. and Mendonca, M. (1996), Ethical Dimensions in Leadership, Sage Publications, Beverly Hills, CA. 

  23. 10.1016/S1048-9843(99)00033-8 Keller, T. (1999), “Images of the familiar: individual differences on implicit leadership theories”, The Leadership Quarterly, Vol. 10 No. 4, pp. 589‐607. 

  24. 10.1111/j.1467-6486.1992.tb00688.x Knights, D. and Willmott, H. (1992), “Conceptualizing leadership processes: senior managers in a financial services company”, Journal of Management Studies, Vol. 29 No. 6, pp. 761‐82. 

  25. Lord, R.G. and Maher, K.J. (1991), Leadership and Information Processing: Linking Perceptions and Performance, Routledge, Boston, MA. 

  26. 10.1037/0021-9010.71.3.402 Lord, R.G., De Vader, C.C. and Alliger, G.M. (1986), “A meta‐analysis of the relations between personality traits and leadership perceptions: an application of validity generalization procedures”, Journal of Applied Psychology, Vol. 71 No. 3, pp. 402‐10. 

  27. Luthans, F. and Avolio, B.J. (2003), “Authentic leadership: a positive developmental approach”, in Cameron, K.S., Dutton, J.E. and Quinn, R.E. (Eds), Positive Organizational Scholarship, Barrett‐Koehler, San Francisco, CA, pp. 241‐61. 

  28. 10.1016/S0090-2616(03)00032-9 May, D.R., Chan, A.Y.L., Hodges, T.D. and Avolio, B.J. (2003), “Developing the moral component of authentic leadership”, Organizational Dynamics, Vol. 32 No. 3, pp. 247‐60. 

  29. 10.2307/257083 Mehra, A., Kilduff, M. and Brass, D.J. (1998), “At the margins: a distinctiveness approach to the social identity and social networks of underrepresented groups”, Academy of Management Journal, Vol. 41 No. 4, pp. 441‐52. 

  30. 10.1016/1048-9843(94)90005-1 Offermann, L.R., Kennedy, J.K. and Wirtz, P.W. (1994), “Implicit leadership theories: content, structure, and generalizability”, The Leadership Quarterly, Vol. 5 No. 1, pp. 43‐58. 

  31. 10.1016/j.leaqua.2005.06.002 Pierro, A., Cicero, L., Bonaiuto, M., vanKnippenberg, D. and Kruglanski, A.W. (2005), “Leader group prottypicality and leadership effectiveness: the moderating role of need for cognitive closure”, The Leadership Quarterly, Vol. 16 No. 4, pp. 503‐16. 

  32. 10.2307/2393868 Robinson, S. (1996), “Trust and breach of the psycological contract”, Administrative Science Quarterly, Vol. 4 No. 3, pp. 574‐99. 

  33. 10.1016/0090-2616(95)90017-9 Sankowsky, D. (1995), “The charismatic leader as narcissist: understanding the abuse of power”, Organizational Dynamics, Vol. 23 No. 4, pp. 57‐71. 

  34. Shaw, J.B. (1990), “A cognitive categorization model for the study of intercultural management”, Academy of Management Review, Vol. 10 No. 3, pp. 435‐54. 

  35. Sheehan, K.B. and Hoy, M.G. (1999), “E‐mail surveys: response patterns, process and potential”, Proceedings of the 1997 Conference of the American Academy of Advertisers, Orlando, October 24‐27. 

  36. Suen, H.K. (1990), Principles of Test Theories, Lawrence Erlbaum Associates, Hillsdale, NJ. 

  37. 10.1037/0021-9010.90.1.25 van Knippenberg, B. and van Knippenberg, D. (2005), “Leader self‐sacrifice and leadership effectiveness: the moderator role of leadership prototypicality”, Journal of Applied Psychology, Vol. 90 No. 1, pp. 25‐37. 

  38. Weick, K.E. and Bougon, M.G. (1986), “Organizations as cognitive maps: charting ways to success and failure”, in Sims, H.P. and Gioia, D.A. (Eds), The Thinking Organization - Dynamics of Organizational Social Cognition, Jossey‐Bass, San Francisco, CA, pp. 102‐35. 

  39. 10.1037/0021-9010.90.4.659 Epitropaki, O. and Martin, R. (2005), “From ideal to real: a longitudinal study of the role of implicit leadership theories on leader‐member exchanges and employee outcomes”, Journal of Applied Psychology, Vol. 90 No. 4, pp. 659‐76. 

활용도 분석정보

상세보기
다운로드
내보내기

활용도 Top5 논문

해당 논문의 주제분야에서 활용도가 높은 상위 5개 콘텐츠를 보여줍니다.
더보기 버튼을 클릭하시면 더 많은 관련자료를 살펴볼 수 있습니다.

관련 콘텐츠

이 논문과 함께 이용한 콘텐츠

저작권 관리 안내
섹션별 컨텐츠 바로가기

AI-Helper ※ AI-Helper는 오픈소스 모델을 사용합니다.

AI-Helper 아이콘
AI-Helper
안녕하세요, AI-Helper입니다. 좌측 "선택된 텍스트"에서 텍스트를 선택하여 요약, 번역, 용어설명을 실행하세요.
※ AI-Helper는 부적절한 답변을 할 수 있습니다.

선택된 텍스트

맨위로