The leadership skills strataplex: Leadership skill requirements across organizational levels

By Troy V. Mumford, M. Campion, F. Morgeson. 2007

579 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2ea82227a843823d298d63d2cf9f5add75690c97

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In Experimental and Cognitive Psychology

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Entrepreneurial intentions of Colombian business students: planned behaviour, leadership skills and social capital (2017, background): “In this study it is the third of these that is addressed, not only because this attracts considerable support in research literature (Mumford et al., 2000; Mumford et al., 2007), but also because perceived leadership skill may connect to the construct of bridging social capital.”
The entanglement of leader character and leader competence and its impact on performance (2017, background): “…leader competence—in contrast to leader character—have been predominant in the management field (e.g., Conger, 2004; Galli & MüllerStewens, 2012; Mumford et al., 2007), we chose to include positive forms of leadership in the table because these theories and constructs tend to address more…”
Am I a Leader? Examining Leader Identity Development Over Time (2017, background): “Across all organizational levels, interpersonal behavior skills (e.g., consideration and initiating structure) are important for leaders and their development (Lord & Hall, 2005; Mumford et al., 2007).”
Linking Developmental Experiences to Leader Effectiveness and Promotability: The Mediating Role of Leadership Self‐Efficacy and Mentor Network (2017, background): “Scholars have argued that leadership development must involve the acquisition of not only individual skills, but also social resources because both are necessary to take effective action in a social context (Avolio, 2007; Day, 2012; Mumford et al., 2007).”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “…1987) and institutional theory (Hall & Soskice, 2001), which recognize that seniormanagers are in charge of strategic organizational choices (Mumford et al., 2007), and that their interpretation of the environment and their subsequent actions shape the organization’s design, operations, and…”
Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context (2012, background): “In recent years there has been a significant appeal for cross-level research (Mumford, Campion, & Morgeson, 2007 ).”