How can we make sense of leadership in the 21st century

By M. Higgs. 2003

195 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/272983e304ce5ebf7c5eb518c17d354459070541

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness (2005, background): “Despite a substantial amount of research on leadership, there is still much uncertainty about what is required to be an effective leader (Kets de Vries, 1993; Higgs and Rowland, 2000; Higgs, 2003).”
Emperors With Clothes On: The Role of Self-awareness in Developing Effective Change Leadership (2010, background): “This finding does tend to align with more recent research into leadership in a broader context, which asserts that the classic ‘heroic’ models tend to mitigate against sustainable performance (Higgs, 2003; Avolio et al., 2009).”
The Good, the Bad and the Ugly: Leadership and Narcissism (2009, background): “Until relatively recently, the main focus of leadership research and writing has been dominated by a perception of leadership as associated with a position and by a focus on the extrinsic outcomes of either the characteristics or behaviors of the leader (Higgs, 2003).”
All changes great and small: Exploring approaches to change and its leadership (2005, background): “Similarly other more recent leadership research has highlighted the criticality of the leaders’ role in developing individual capability (Kouzes and Posner, 1998; Higgs, 2003; Higgs and Rowland, 2000, 2001; Goffee and Jones, 2000).”
Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style (2012, background): “, 2002), leadership success (Cooper and Sawaf, 1997; Gates, 1995; Goleman, 1998b; Higgs, 2003; Sivanathan and Fekken, 2002), citizenship behaviours (Day and Carroll, 2004), and quality problem solving (Rahim and Minors, 2003).”
What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011, background): “This stream of research does demonstrate clear linkages between leader behaviors and a variety of “follower” behaviors and performance measures (Alimo-Metcalfe, 1995; Avolio et al., 2009; Bass, Avolio, Jung, & Berson, 2003; Higgs, 2003; Judge & Piccolo, 2004).”
Model of complexity leadership development (2013, background): “The key critiques of this approach concern the failure to consider how leadership is as much dependent on followers as it is on formal leaders (Yukl 2002; Higgs 2003), how differing contexts shape leadership effectiveness”