Inclusive Leadership: The Essential Leader-Follower Relationship

By D. Hantula. 2009

220 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/44724ef03d115c16a2da4929b87163e784b79f62

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In Social Psychology

Citations in the corpus

How Do Leaders Influence Innovation and Creativity in Employees? The Mediating Role of Intrinsic Motivation (2021, background): “Hence, the leaders who exhibit the characteristics of IL indorse impartiality of input and output to all their employees (Hollander, 2012).”
HEAVY IS THE HEAD THAT WEARS THE CROWN: AN ACTOR-CENTRIC APPROACH TO DAILY PSYCHOLOGICAL POWER, ABUSIVE LEADER BEHAVIOR, AND PERCEIVED INCIVILITY (2017, background): “, 2003; Kipnis, 1972; Milgram, 1963; Zimbardo, 1973), consent-based theories of power argue that power is relational and bidirectional (Cartwright & Zander, 1968; Handgraaf, van Dijk, Vermunt, Wilke, & de Dreu, 2008; Hollander, 2009; Overbeck & Park, 2001; Tost, 2015; Tost, Wade-Benzoni, & Johnson, ”
Inclusive Leadership and Work Engagement: Mediating Roles of Affective Organizational Commitment and Creativity (2015, unknown): “Lastly, when inclusive leaders behave in a supportive manner, this is appreciated by employees and their uncertainty, anxiety, and role stress are minimized (Hollander, 2009), thus enhancing employees’ affective commitment to the organization.”
Impact of inclusive leadership on innovative work behavior: The role of psychological safety (2017, background): “Second, in a quality relationship with IL, employees experience leadership support in term of beneficial resources like time, space and materials and political support for legitimacy and innovationrelated information which lead them to develop, promote, and implement new ideas (Ilies, Nahrgang, & Mo”
Mere listening effect on creativity and the mediating role of psychological safety. (2018, background): “…words and deeds by a leader that indicate an invitation and appreciation for others’ contributions (Hirak, Peng, Carmeli, & Schaubroeck, 2012; Hollander, 2012) and is sometimes mentioned in the context of servant leadership (Russell & Gregory Stone, 2002), but is not being measured in that…”
Inclusive Leadership in Thought and Action: A Thematic Analysis (2021, unknown): “Rather than leaders directing followers, inclusive approaches establish norms of active consultation and participation, which drive shared decision-making within a team or organization (Hollander, 2009).”
When managers become leaders: The role of manager network centralities, social power, and followers' perception of leadership (2017, background): “What is less understood is what followers see in their managers that helps with the leadership categorization (Hollander, 2012).”
How does transformational leadership impact employees’ psychological strain? (2011, background): “As Hollander (2009) pointed out, the latter could also involve exchange processes, albeit of a higher order and more intangible nature.”
Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. (2009, background): “the establishment of high-quality relationships with them, group leaders can promote norms about equality and inclusion that will facilitate greater power sharing and improve reciprocal exchanges among group members (Hollander, 2009); ultimately, improved group functioning should be evident in reduc”
Empowering leadership and employee creativity: A dual‐mechanism perspective (2018, background): “DOI:10.1111/joop.12219 own work (Ahearne, Mathieu, & Rapp, 2005; Hollander, 2009; Martin, Liao, & CampbellBush, 2013).”