Considering context in psychological leadership research

By R. Liden, John Antonakis. 2009

301 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2787bc9f34f399c26782d7563d38b1effb11c342

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

When Preference Is Not Satisfied but the Individual Is (2014, unknown): “Future research should broaden the scope of fit and explore other contextual factors beyond PD or even beyond national culture (Johns, 2001; Liden & Antonakis, 2009; Rousseau & Fried, 2001).”
Leadership: Past, Present, and Future (2012, background): “We also acknowledge that leadership is rooted in a context, which may affect the type of leadership that emerges and whether it will be effective (Liden & Antonakis, 2009).”
Searching for Outcomes of Leadership: A 25-Year Review (2011, background): “The broad context of leadership is important, and although there have been several attempts to explicitly consider context in leadership research, Liden and Antonakis (2009) have argued that we are just now again seeing more explicit acknowledgment and testing of context as a frame around which we…”
When Does Charisma Matter for Top-Level Leaders? Effect of Attributional Ambiguity (2014, background): “With regard to boundary conditions, national culture, which affects the aforementioned psychological process (Morris & Peng, 1994) should moderate the model as could other contextual factors (Liden & Antonakis, 2009).”
Envy As Pain: Rethinking the Nature of Envy and Its Implications for Employees and Organizations (2012, background): “For instance, Liden and Antonakis (2009) have argued that leader distance (physical and social) may shape the processes by which leaders influence individual, group, or organizational outcomes.”
Millennials in the Workplace: A Conceptual Analysis of Millennials' Leadership and Followership Styles (2012, methodology): “Among various theories of leadership styles, the study conducted by Lewin and his colleagues is one of the most important and influential social psychological leadership theories (Liden & Antonakis, 2009; Marrow, 1969; Wolf, 1973).”
Leadership and individual differences: At the cusp of a renaissance (2012, background): “More broadly, time is a contextual factor whose fixed effects should be modeled because time may correlate with the individual difference variables under study, both in terms of a predictor or moderator (Liden & Antonakis, 2009).”
Best-Practice Recommendations for Estimating Cross-Level Interaction Effects Using Multilevel Modeling (2013, methodology): “Use the R code provided by Mathieu et al. (2012) and available at http://mypage.”
‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness (2011, background): “…a resurrected stream in leadership studies that highlights the variability of context, and how this salient factor influences the interplay and interpretation of variables under study (see Fairhurst, 2009; Game, 2008; House and Aditya, 1997; Liden and Antonakis, 2009; Zaccaro and Klimoski, 2001).”
Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust (2013, unknown): “Finally, a lack of context-specificity in leadership research has been widely criticized (Jordan, Dasborough, Daus, & Ashkanasy, 2010; Liden & Antonakis, 2009; Schriesheim, Wu, & Scandura, 2009; Yukl, 1999).”
Instrumental leadership: Measurement and extension of transformational–transactional leadership theory (2014, methodology): “To control for heterogeneity in responses due to contextual factors (Liden & Antonakis, 2009; Lord, et al., 2001) we partialled out the effects of participant sex, age, first language (French, English, German, or other), domicile (Swiss French, Swiss German, France, Germany, or other), nationality…”
Teaching implicit leadership theories to develop leaders and leadership : how and why it can make a difference (2011, background): “With respect to social context, generally, there has been a call for more attention to the specific context in leadership development (see e.g., Liden & Antonakis’, 2009, call for leadership researchers to include followers’ influence on leaders in their research).”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “Liden and Antonakis (2009) noted that contextual factors have been largely neglected as an influence on leadership outcomes.”