The Future of Leadership in Learning Organizations

By B. Bass. 2000

742 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0f7bb97f5bc728bdbc61fe4ca22112e3f91a7e96

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Servant Leadership Behaviour Scale: A hierarchical model and test of construct validity (2011, background): “It also provides empirical support to the notion that Bass' ( 2000 ) notion that servant leadership is a profound, all-embracing philosophy of leadership which informs and shapes all areas of leaders' behaviours.”
Examining the Impact of Servant Leadership on Sales Force Performance (2009, background): “Agreeing with Bass (2000), servant leadership requires substantial empirical investigation.”
Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation (2011, background): “Transformational leadership lies in the leader’s ability to inspire trust, loyalty, and admiration in followers, who then subordinate their individual interests to the interests of the group (Bass, 2000).”
To reflect or not to reflect: Prior team performance as a boundary condition of the effects of reflexivity on learning and final team performance (2013, background): “Indeed, research has shown that when the way things were performed by the team is discussed and reflected upon, this can be helpful in improving subsequent performance (Argyris & Schön, 1978; Bass, 2000; Vashdi, Erez, Bamberger, & Weiss-Meilik, 2007; Yukl, 1998).”
Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact (2011, background): “Servant leaders embrace serving their followers and sacrificing their own self-interest for the evolutionary development of their followers (Bass, 2000; Graham, 1991).”
Creating learning organizations: a systems perspective (2010, background): “In other words, transactional leadership is associated with Los (Bass, 2000; Senge et al., 1999).”
Servant leadership as antecedent of trust in organizations (2010, result): “This finding provides empirical support for the notion that servant leadership is a profound philosophy of leadership behaviors (Bass, 2000) which informs and shapes all areas of leaders’ behaviors.”
Scale Development and Construct Clarification of Servant Leadership (2006, background): “Graham’s discussion distinguished between transformational leadership, described by Bass and associates (see Bass, 1985, 2000; Bass & Avolio, 1994), and servant leadership by focusing on moral development, service, and enhancement of common good.”
A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts (2012, background): “Bass (2000) acknowledged that servant leadership requires extensive research, emphasizing that ‘‘the strength of the servant leadership movement and its many links to encouraging follower learning, growth, and autonomy, suggests that the untested theory will play a role in the future leadership of…”
Transformational versus servant leadership: a difference in leader focus (2004, methodology): “Transformational leadership, initiated by James MacGregor Burns (1978) and Bernard M. Bass (1985a), has become a very popular concept in recent years.”
The role of transformational leadership in enhancing team reflexivity (2007, background): “However, the notion that leaders may engender rethinking or reflexivity by fostering a shared vision is found in theories of transformational leadership (e.g. Bass, 1985, 2000; Bass & Riggio, 2006; Berson et al., 2001).”
Servant leadership and employee outcomes: the moderating role of subordinates’ motives (2016, background): “, 2014) and that leadership behaviours are most effective when leaders and subordinates’ interests are aligned (Bass, 2000).”