Leadership research and theory: A functional integration.

By M. M. Chemers. 2000

351 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/331289b02cd1a052da7837011172815c8b3b36ca

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Military leadership: A context specific review $ (2003, background): “Bliese (2000) reviews a number of tests of similarity effects including estimating intraclass correlation coefficients (ICCs); rwg values (James, Demaree & Wolf, 1984; James, Demaree & Wolf, 1993) and random group resampling estimates—RGR (Bliese, Halverson, & Rothberg, 1994).”
Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, background): “In a review of the leadership literature, Chemers (2000) concluded that scholars had historically focused on leader traits and behaviors as key constituents of leadership outcomes, and therefore failed to give enough attention to the role played by followers.”
What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, neutral): “Emotional contagion Follower-centric leadership Meso-level processes Negative emotions Leadership research is still largely fractured; riddled with contradictory findings and assertions that lack connected interpretability (Chemers, 2000).”
What makes leadership, leadership? Using self-expansion theory to integrate traditional and contemporary approaches (2013, background): “Another integrated perspective on leadership involved characterizing leadership by three major functions of leaders: image management, relationship development, and resource deployment (Chemers, 2000).”
Group performance and decision making. (2004, background): “Work on these topics has been (or soon will be) reviewed inAnnual Reviewchapters (e.g., Chemers 2000; Goethals, manuscript in preparation; Guzzo & Dickson 1996).”
Do transformational leaders enhance their followers' daily work engagement? (2011, background): “Transformational leadership is traditionally divided into four components, namely (1) inspirational motivation; (2) idealized influence; (3) individual consideration; and (4) intellectual stimulation (Bass & Avolio, 1990; Chemers, 2000; den Hartog et al., 1997).”
Leadership, followership, and evolution: some lessons from the past. (2008, background): “Although the leadership literature is enormous, it lacks an integrative theoretical framework that can make sense of the richness of the data (Chemers, 2000; R. Hogan & Kaiser, 2005).”
Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination (2020, background): “For example, it is likely that the effectiveness of certain leadership depends on environmental factors, such as the complexity of work situations (e.g. Chemers, 2000; Fiedler, 1971), and this in turn may influence leader well-being.”
How leadership matters: The effects of leaders' alignment on strategy implementation (2010, background): “Whether the effectiveness of a leader results from traits, behaviors, relationships or charisma is not the focus of this study (e.g., Chemers, 2000; House & Aditya, 1997).”
The Psychology of Personnel Selection (2010, neutral): “It has, however, been argued that feminine traits (whether perceived or real), ‘such as warmth, nurturance, and flexibility, made women better leaders and managers than power-oriented male leaders’ (Chemers, 2000, p. 33). Eagly and Johnson (1990) meta-analysed 162 studies (during the period 1961–87)”
Evolutionary Origins of Leadership and Followership (2006, background): “Yet, a need has been identified for more integrative theories of leadership, because many of the existing psychological models of leadership focus only on a subset of leadership phenomena (Chemers, 2000; Hogan, Hogan, & Curphy, 1994).”