Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives

By Jessica E. Dinh, R. Lord, W. Gardner, Jeremy D. Meuser, R. Liden, Jinyu Hu. 2014

1,332 citations recorded by the source corpus.

Scholarly research on the topic of leadership has witnessed a dramatic increase over the last decade, resulting in the development of diverse leadership theories. To take stock of established and developing theories since the beginning of the new millennium, we conducted an extensive qualitative review of leadership theory across 10 top-tier academic publishing outlets that included The Leadership Quarterly, Administrative Science Quarterly, American Psychologist, Journal of Management, Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organizational Science, and Personnel Psychology. We then combined two existing frameworks (Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010; Lord & Dinh, 2012) to provide a process-oriented framework that emphasizes both forms of emergence and levels of analysis as a means to integrate diverse leadership theories. We then describe the implications of the findings for future leadership research and theory.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/24a84f4d50025ea6d3101febdb6a3b47d390df21

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Citations in the corpus

The emerging role of transformational leadership (2015, positive): “These results are demonstrated in the following Table: More recently, Dinh et al (2014) reviewed the articles published in the 2000-2012 period in 10 top-tier academic journals, by analysing 752 cases, these researchers concluded that transformational leadership theory is still one of the most…”
Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries (2018, background): “In this regard, we identified five constructs againstwhich to test the criterion validity of the ILI that seemed to capture both the range and the thrust of those organizational outcomes which are understood to flow from effective leadership (e.g., following Dinh et al., 2014).”
How transformational leadership works during team interactions: A behavioral process analysis (2015, background): “As such, our overall findings also contribute to the construct validity of transformational leadership, which has been challenged recently (Dinh et al., 2014).”
Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance (2016, background): “Last but not least, in two recent integrative reviews of the literature on the relationship between leadership and creativity, Dinh et al. (2014) urged researchers to pay more attention in the future to the dynamic nature of leader–follower interactions, and Mainemelis et al. (2015) stressed the…”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “Dinh et al. (2014) also pointed out that the majority of studies have failed to capture the dynamic nature of the intrapersonal and interpersonal processes associated with creative insight and performance.”
Employee Green Behavior (2015, background): “We also note that there appears to be a lack of attention toward processes in the leadership literature; specifically how dynamic multilevel relationships might contribute to outcomes by facilitating or inhibiting leadership (Dinh et al., 2014).”
Leadership as Social Influence (2016, background): “Interest in the nature of leadership has grown substantially in recent years in professional as well as academic literature, and the topic is of interest in multiple contexts—group, organizational, civic, political, educational, and spiritual, among others (Dinh et al., 2014).”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “, Kirchner 2010; McLean and Elkind 2003), recent research has emphasized the importance for leaders to behave ethically (Dinh et al. 2014) and for organizations to give back”
Linking Tolerance to Workplace Incivility, Service Innovative, Knowledge Hiding, and Job Search Behavior: The Mediating Role of Employee Cynicism (2018, background): “Favorable innovative climate is not enough, as innovative behaviors can only materialize with social support (Mainemelis, Kark, & Epitropaki, 2015), as healthy relationships at work precede innovative behavior (Dinh et al., 2014; Hammond, Neff, Farr, Schwall, & Zhao, 2011).”
A Network Analysis of Leadership Theory (2016, methodology): “This objective is both timely and pressing, given the rapid propagation of theories within the leadership field (Dinh et al., 2014; Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010) and the tendency for theories to be developed independently from one another (Molloy, Ployhart, & Wright, 2011).”