Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory

By Marc H. Anderson, Peter Y. T. Sun. 2017

352 citations recorded by the source corpus.

Subfields: Demography, Education, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/08e42cf57b15bc771e0e1342bde23dca331087ed

How researchers see this paper

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

In Demography

1. H. Arasli
2. Steven W. Bayighomog

In Education

1. Achilleas Boukis

In Organizational Behavior and Human Resource Management

1. Kate L. Daunt
2. H. Arasli
3. Avraam Papastathopoulos
4. Christos Koritos
5. Steven W. Bayighomog
6. Achilleas Boukis

Citations in the corpus

• Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, neutral): “With the application of this knowledge based on the general characteristics of these leadership styles, practitioners faced di ffi culty in implementing the fi ndings (Anderson and Sun 2017).”
• Effects of customer incivility on frontline employees and the moderating role of supervisor leadership style (2020, background): “Over time, researchers have developed a variety of leadership typologies, which comprise similarities and overlaps with regards to their conceptualization and operationalization (Anderson & Sun, 2017).”
• Workplace spirituality – customer engagement Nexus: the mediated role of spiritual leadership on customer–oriented boundary–spanning behaviors (2019, background): “Fry’s (2003) theory of spiritual leadership is drawn primarily from motivational-based paradigms like transformational and charismatic leadership, that foster and underscore intrinsic motivation and follower transcendence (Anderson & Sun, 2015; Chen, Yang, & Li, 2012).”