Leadership, values, and subordinate self-concepts

By R. Lord, Douglas J. Brown. 2001

484 citations recorded by the source corpus.

Subfields: Applied Psychology, General Health Professions, Social Psychology

View Paper: https://www.semanticscholar.org/paper/41142f6c99fee305dcd9a22e18c88a29f1bff490

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In Applied Psychology

In General Health Professions

In Social Psychology

Citations in the corpus

MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, background): “In a deep sense, these humble leader behaviors influenced followers’ personal ideas about “becoming,” shaping, as it were, a developmental identity for the followers as members of their organization (see Dutton, Roberts, & Bednar, 2010; Lord & Brown, 2001).”
When values backfire: Leadership, attribution, and disenchantment in a values-driven organization (2006, background): “For example, Lord & Brown (2001) theorized that values influence follower affect, cognition, and behavior by interacting with follower self-concepts, noting that the specific pathways through which such effects unfold are poorly understood.”
Exploring the Impact of Responsible Leadership on Organizational Citizenship Behavior for the Environment: A Leadership Identity Perspective (2019, background): “Consistent with recent theoretical and empirical studies [29], we use the term ‘leader identification’ to indicate the extent to which leaders are included in subordinates’ relational selves.”
A SOCIAL IDENTITY MODEL OF LEADERSHIP EFFECTIVENESS IN ORGANIZATIONS (2003, background): “Self-definition in terms of group membership elicits group-oriented motivation to exert oneself on behalf of the group (e.g.Dutton, Dukerich & Harquail, 1994; Haslam, 2001; Lord & Brown, 2001; Shamir, 1990; Tyler & Blader, 2000; D. van Knippenberg, 2000a).”
Transformational leadership and outcomes: role of relationship duration (2005, background): “Lord and Brown (2001) noted that powerful leadership effects are realized only when values and self-identities form coherent patterns.”
The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study (2005, background): “…in charismatic leadership processes and outcomes, they have been examined in only a few studies, with the notable exception of those published in a special issue of The Leadership Quarterly (Volume 12, Issue 2) on values and leadership (e.g., Lord & Brown, 2001; Thomas, Dickson, & Bliese, 2001).”
A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance (2014, background): “…customer satisfaction” and “success,” represent desired end-states as well as guiding principles that provide a sense of purpose by capturing which day-to-day behaviors are important and desirable (Fleishman & Peters, 1962; Lord & Brown, 2001; Rokeach, 1973; Russell, 2001; Schwartz, 1992).”