Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories

By S. Hannah, John J. Sumanth, P. Lester, Fabrice L. Cavarretta. 2014

116 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/337bfdf31d1acd174952520b8715c354a9b18e23

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis (2018, background): “Hannah et al. (2014) highlighted this and explained that research on these positive leadership forms has evaluated leader ethical behavior through the eyes of the follower beholder.”
Warning for excessive positivity: Authentic leadership and other traps in leadership studies (2019, background): “Some of the issues that researchers of authentic leadership point to are valuable (Hannah et al., 2014).”
When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership (2019, background): “In line with the definition of ethical leadership, leaders should focus specifically on communicating and discussing ethical expectations through two-way communication because employees want to be involved in organizational and work-related processes due to the fact that interpretations of ethics is”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “This approach nullifies the distinction between ‘types of leaders’ vs ‘types of behaviors’ (Hannah et al. 2014).”
The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy (2016, background): “Because research has shown that people differ in their opinion of what is ethical or not (Hannah et al., 2014), ethical leadership in itself might pose ethical challenges due to ethical relativism.”
Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019, background): “Further, leaders typically don’t practice just one style of leadership but may transition between ethical, transformational, transactional, directive, servant, and other leadership behaviors as desired or thought needed across situations, each of which may be more or less desirable to a given follow”