Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership

By Marco Furtner, Urs Baldegger, J. Rauthmann. 2013

99 citations recorded by the source corpus.

Subfields: Clinical Psychology, Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/04e1b99e5557bc858d4f9748a6165d0c334ee745

How researchers see this paper

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

In Clinical Psychology

1. Kimberley Breevaart
2. H. Zacher

In Demography

1. Kimberley Breevaart
2. H. Zacher
3. C. Rudolph
4. D. Kooij
5. R. Rauvola
6. Mo Wang

In Organizational Behavior and Human Resource Management

1. Kimberley Breevaart
2. H. Zacher
3. Claire S. Johnston
4. Arnold B. Bakker
5. C. Rudolph

Citations in the corpus

• Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, background): “Being inspiring, challenging, and supportive to followers requires effort, time, and self-control (Furtner et al., 2013),which are known to be finite resources (Baumeister, Bratslavsky, Muraven, & Tice, 1998).”