The Deep Blue Sea: Rethinking the Source of Leadership

By W. Drath. 2001

314 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/16c5cc62bedfc1697a5bc4cc452b4e427f6fe24c

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Citations in the corpus

Missing Links In Understanding The Relationship Between Leadership And Organizational Performance (2011, background): “Substantial numbers of management scholars have debated the effectiveness of leadership styles and behaviors (Analoui, 1999; Avery, 2004; Drath, 2001; House and Aditya, 1997; Kakabadse et al., 1999; Shamir et al., 1993; Shamir and Howell, 1999; Yukl, 1999).”
Collective Enactment of Leadership Roles and Team Effectiveness: A Field Study (2006, background): “The traditional view of leadership presumes a top-down influence of the leader on followers, where the leader is the primary originator and conductor of leadership (Drath, 2001; Pearce & Conger, 2003).”
Sensegiving and the role of cognitive shifts in the work of leadership (2008, background): “…all those involved must in someway participate in the existing arrangement: “even the most autocratic and vertical forms of leadership can be conceptualized as shared so long as others agree to go along with it” (Day, Gronn, & Salas, 2004, pg. 876; see also Drath, 2001; Ospina & Sorenson, 2006).”
Direction, alignment, commitment: Toward a more integrative ontology of leadership (2008, background): “In general, and especially with respect to leadership practices, the DAC framework is relational (Drath, 2001; Drath & Palus, 1994; Fletcher & Kaufer, 2003; Gergen, 1994; Hosking, 2007; McNamee & Gergen, 1999; Murrell, 1997; Palus & Drath, 1995; UhlBien, 2006).”
Inclusive leadership and innovative work behavior: The role of psychological empowerment (2018, background): “…in which the focus was on the leader’s attitude and behavior while assuming the follower’s characteristics to be homogenous (Heifetz & Heifetz, 1994; Drath, 2001) in the relational perspective, attention was paid to the characteristics of the leader, employees’ attitude and behaviors and their…”
MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, background): “Some even argue for a need to change “the very idea of leadership—what it is and how it works and even how people even know it when they see it” (Drath, 2001: 124).”
Relational Leadership Theory: Exploring the social processes of leadership and organizing (2006, background): “Relationships – rather than authority, superiority, or dominance – appear to be key to new forms of leadership (Drath, 2001).”
Leading beautifully: How mastery, congruence and purpose create the aesthetic of embodied leadership practice (2008, background): “…and Purpose Create the Aesthetic of Embodied Leadership Practice Much of the leadership canon attends to behavioural aspects of leading: the leader creates and imparts a ‘vision’ (Bryman 1992, Drath 2001) he or she motivates and directs followers (Hersey & Blanchard 1977, Bennis & Nanus 1985).”
Leadership Competencies: Time to Change the Tune? (2006, result): “Such an approach neglects both more recent theorizing on more inclusive ‘post-heroic’ forms of leadership (e.g. Binney et al., 2005; Drath, 2001; Mintzberg, 1999; Raelin, 2003) and accounts that question the extent to which individualistic models of leadership are associated with improved…”
Alternative Approaches for Studying Shared and Distributed Leadership (2011, unknown): “An entity view of leadership constitutes the dominant paradigm within leadership studies (Drath 2001; Drath et al. 2008; Pye 2005).”
Spirituality and Leadership: An Empirical Review of Definitions, Distinctions, and Embedded Assumptions (2005, background): “Drath (2001) frames the concept of leadership as a bcommunal capacity and a communal achievementQ (xvi).”
The use of constructive-developmental theory to advance the understanding of leadership (2006, background): “Drath (2001) proposes three generalized ways of understanding and recognizing leadership, based on the Kegan's three adult orders of development.”