LEADER DISTANCE: A REVIEW AND A PROPOSED THEORY

By John Antonakis, Leanne Atwater. 2002

548 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/46bd9e30fccbce60a4b5f854974f1fc98eb7664c

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Citations in the corpus

ON WHY “EMOTIONAL INTELLIGENCE” WILL NOT PREDICT LEADERSHIP EFFECTIVENESS BEYOND IQ OR THE “BIG FIVE”: AN EXTENSION AND REJOINDER (2004, background): “Treating each follower in a customized, heterogeneous and individually tailored, empathetic way would suggest a certain degree of intimacy with followers (or reduced social distance, see Antonakis & Atwater, 2002).”
Destructive leader traits and the neutralizing influence of an "enriched" job (2007, background): “In addition, the distance can be functional in the sense that there is little need for interaction between the incumbent and his/her supervisor when the former has an enriched job (Antonakis & Atwater, 2002).”
Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, unknown): “From a logistical standpoint, transformational leadership often involves direct contact with followers, opportunities for which vary within and across leader – follower relationships (Antonakis & Atwater, 2002).”
Relationships at Work: Toward a Multidimensional Conceptualization of Dyadic Work Relationships (2009, background): “Originally postulated by Katz and Kahn (1978), leader distance refers to physical distance, perceived social distance, and perceived interaction frequency of leaders with members (Antonakis & Atwater, 2002).”
On making causal claims: A review and recommendations (2010, background): “Assume that d is the distance of the rater from the leader (which is assigned by the company randomly), and which may impact how effective a leader can be with respect to that follower because it limits interaction frequency with followers (Antonakis & Atwater, 2002).”
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “Furthermore, such future research should investigate the extent to which the larger spans of control affect LMX quality through physical and/or psychological distance (e.g., Antonakis & Atwater, 2002; Napier & Ferris, 1993).”
Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer (2009, background): “This observation, albeit post hoc, is consistent with the prior works of Antonakis and Atwater (2002) and Kark and Shamir (2002) and Yagil (1998).”
Leadership in context: investigating hierarchical impacts on transformational leadership (2007, background): “)In summary, hierarchical influences may constitute important context factors for TFL ( Antonakis and Atwater, 2002”