How leadership matters: The effects of leaders' alignment on strategy implementation

By Charles A. O'Reilly, D. Caldwell, Jennifer A. Chatman, M. Lapiz, W. Self. 2010

305 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1d19fb0d4f07e22a060c8e7a8dde4b795cd07a04

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Abraham Carmeli
2. Ashler Tishler
3. Yair I. Friedman
4. Rıfat Kamaşak
5. Laurence G. Weinzimmer
6. Candace A. Esken
7. C. Cherniss
8. Jane E. Dutton

In Strategy and Management

1. Abraham Carmeli
2. Ashler Tishler
3. Yair I. Friedman
4. Jane E. Dutton
5. Laurence G. Weinzimmer
6. Candace A. Esken
7. A. Hardin

Citations in the corpus

• Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2013, background): “We know very little about how CEOs shape processes (O’Reilly et al., 2010) that help build and sustain TMT resilience.”
• Leader inclusiveness, psychological diversity climate, and helping behaviors (2016, unknown): “This logic aligns with evidence that an organization’s policies work best when leaders and the policies themselves are consistent with one another (O’Reilly et al., 2010).”
• Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, unknown): “In addition, enriching our model with deeper insights from leadership styles and leadership behaviors across echelons could also be informative (O'Reilly et al., 2010).”