Leader self-development as organizational strategy

By R. Reichard, Stefanie K Johnson. 2011

168 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/041f1ce1fc59866276c297fbb5535ff430221136

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. N. Kwok
2. N. Clarke
3. Douglas J. Brown
4. Marco Furtner
5. J. Rauthmann
6. W. Shen
7. Urs Baldegger
8. Holly M. Hutchins

In Organizational Behavior and Human Resource Management

1. N. Clarke
2. N. Kwok
3. Douglas J. Brown
4. Samuel Hanig
5. Marco Furtner
6. J. Rauthmann
7. W. Shen
8. Urs Baldegger

Citations in the corpus

• Model of complexity leadership development (2013, background): “…on gaining a better understanding of the formal and informal learning processes that contribute to the development of formal leaders and how organizations might effectively intervene in the process (Day, Gronn, and Salas 2004; Dragoni et al. 2009; Orvis and Ratwani 2010; Reichard and Johnson 2011).”
• How leader role identity influences the process of leader emergence: A social network analysis (2018, background): “Reichard and Johnson (2011) suggest that leader self-development, defined as self-initiated behaviours focused on developing leadership capacities, is one strategy that individuals can use to benefit from leader development programs.”
• Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership (2013, methodology): “This has been repeatedly claimed by scholars (e.g., Manz & Sims, 1991; Pearce, 2007; Reichard & Johnson, 2011) and practitioners (e.g., Dee Hock, VISA founder).”