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Leadership effectiveness creates a high level of commitment and motivation for employees, reveals personal sacrifice, and is thought to give a desire to work with high performance (Lowe et al., 1996).
This article exposes these underlying and implicit assumptions and illustrates how they are enacted as different understandings of leadership development. We explore the multiple meanings of leadership development by asking managers and professionals how they view and make sense of this concept.
To do so, we briefly review major leadership models, highlight evidence for empirical redundancy between new leadership models and transformational leadership, and discuss meta-analytic findings between transformational leadership and outcomes of leadership.
Specifically, this article ties different leadership sources, functions, and behaviours together in the context of situational dynamics to provide a more comprehensive framework for understanding leadership in the conduct of change.
Six ways of understanding leadership development: An exploration of increasing complexity. Advancing the democratization of work: A new intellectual history of transformational leadership theory. A literary perspective on the limits of leadership: Tolstoy’s critique of the great man theory.
We systematically review eight positive (authentic, charismatic, consideration and initiating structure, empowering, ethical, instrumental, servant, and transformational leadership) and two negative leadership styles (abusive supervision and destructive leadership) and identify valence-based conflation as a limitation common to all ten styles.
Scholars define empowering leadership as a process of sharing power, and allocating autonomy and responsibilities to followers, teams, or collectives through a specific set of leader behaviors for employees to enhance internal motivation and achieve work success (Ahearne, Mathieu, & Rapp, 2005; Amundsen & Martinsen, 2014a; Arnold, Arad, Rhoades,...
This leading article aims at Making a Difference (MAD) by inspiring to engage in new conventions for leadership and organizational change at a time when there is an opening for new practices to emerge.
We attempt to bring clarity to the concept of strategic leadership and guide its development by reviewing and synthesizing the existing management literature on how top managers and board directors influence organizations.
In the current research, we propose a specific kind of leadership that fosters (team) work engagement as a key (mediating) variable in the motivational process. Recent research has focused on leadership that specifically aims at increasing work engagement—that is, engaging leadership [21, 22, 23].