The Full-Range Leadership Theory: The Way Forward

By John Antonakis, R. House. 2013

255 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1a73157771fe88203aa9cfdeaefdf43cb8b65f37

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

When Does Charisma Matter for Top-Level Leaders? Effect of Attributional Ambiguity (2014, background): “…high and ambitious goals, as well as confidence that these can be achieved; they do this using rich but simple descriptions that trigger a vivid vision (Antonakis et al., 2011; Antonakis & House, 2002; House, 1977; House & Shamir, 1993; Shamir, Arthur, & House, 1994; Shamir et al., 1993).”
Getting Everyone on Board (2015, background): “…socioemotional support to followers, while developing and empowering them,” and intellectual stimulation refers to leader behaviors that “appeal to followers’ intellect to make them question their assumptions, and invite innovative and creative solutions to problems” (Antonakis & House, 2002: 10).”
Leadership and individual differences: At the cusp of a renaissance (2012, background): “…some sort of alchemic ability to transform individuals’ values (Bass, 1985; Burns, 1978); however, we are short on empirical studies showing that transformational leaders are actually able of performing such feats, whether on individuals or organizations (Antonakis, 2012; Antonakis & House, 2002).”
The relative impact of complementary leader behaviors: Which matter most? (2012, result): “Several scholars have advocated and extended this theory (e.g., Antonakis & House, 2002; Michel et al., 2008), but the results of the present research underline the importance of Consideration for the prediction of several important outcome criteria, suggesting that a full-range theory should…”
A Double‐Edged Sword: Transformational Leadership and Individual Creativity (2013, background): “Originally introduced by Burns (1978) and further developed by Bass (1985), the concept of transformational leadership has found unique acceptance in the literature on management (Antonakis and House, 2002; Lowe and Gardner, 2000).”
Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance (2013, unknown): “This definition implies that the leader's power is based on emotions and ideology but not on expert influence or reward as stressed in leadership styles of task-focused or transactional leadership (Antonakis & House, 2002; Antonakis et al., 2011).”
A Network Analysis of Leadership Theory (2016, background): “…proliferation, several scholars have advanced integrative conceptual frameworks intended to enhance interpretation and guide future research (e.g., Antonakis & House, 2002; DeRue, Nahrgang, Wellman, & Humphrey, 2011; Fleishman, Mumford, Zaccaro, Levin, Korotkin, & Hein, 1991; House, 1996; House &…”
A double-edged sword: Relationship between full-range leadership behaviors and followers' hair cortisol level (2016, background): “The three main types of leadership behaviors differ in their consideration of leader's activity level and can be ordered on a continuum ranging from totally passive to highly active (Antonakis & House, 2013).”
Can Charisma Be Taught? Tests of Two Interventions (2011, background): “…(cf. Antonakis & House, 2002; Bass, 1985; Conger & Kanungo, 1998; House, 1977); (b) trust in the leader: “The person I am rating is easily trusted” (cf. Antonakis & House, 2002; Conger & Kanungo, 1998; House, 1977; Shamir et al., 1993); (c) leader competence: “The person I am rating is competent…”
Instrumental leadership: Measurement and extension of transformational–transactional leadership theory (2014, methodology): “Antonakis and House (2002) called this type of leadership, “instrumental leadership” a form of expert-based power (cf. French & Raven, 1968), which is not measured in the full-range model.”
Transformational leadership and job satisfaction: the moderating effect of contingent reward (2018, background): “Originally introduced by Burns (1978), extended by Bass (1985) and further expanded by Bass and Avolio (1995, 1997), the leadership styles theory also known as the “full range leadership theory” (FRLT) has been widely applied in leadership studies and achieved unprecedented acceptance in the managem”