Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader…

By C. Pearce, H. P. Sims. 2002

1,282 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/445aac01fda66dd04ddb311b4b970c671da2f672

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

Mitigating stress and burnout by implementing transformational‐leadership (2006, methodology): “TL is contrasted with transactional leadership, which is defined as focusing on clarifying the effort-eward relationships, using reward systems (personal and material) to achieve maximal motivation ( Pearce and Sims, 2002”
When Is Empowerment Effective? The Role of Leader-Leader Exchange in Empowering Leadership, Cynicism, and Time Theft (2017, background): “The leader has fought the bureaucratic roadblocks (Arnold et al., 2000; Pearce & Sims, 2002), freeing time and energy for employees to experience a higher level of motivation, focusing on confidently performing their role.”
Shared Authentic Leadership and New Venture Performance (2012, background): “Following Pearce and Sims (2002), who have modified other leadership styles (e.g., transformational, transactional, empowering, directive, aversive) to reflect shared behavior, we shift the concept of authentic leadership from a vertical perspective (i.e., behavior stemming from a formally…”
Employee resilience and leadership styles: The moderating role of proactive personality and optimism. (2016, background): “Empowering leadership behaviours have enjoyed growing research interest over the past decade due to their associations with change-related outcomes (Ahearne, Mathieu, & Rapp, 2005; Pearce & Sims, 2002).”
Leadership: current theories, research, and future directions. (2009, background): “The term shared leadership overlaps with relational and complexity leadership, and differs from more traditional, hierarchical, or vertical models of leadership (Pearce & Sims 2002).”
Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “…that primarily rely on coercive power, including the use of threats, intimidation, and reprimands Leader behavior No No Bligh et al. (2007) and Pearce and Sims (2002) Destructive Leadership: A Critique of Leader-Centric Perspectives… 631 problems discussed above and delineate a more…”