Age and leadership : The moderating role of legacy beliefs

By H. Zacher, Kathrin Rosing, Michael Frese. 2011

112 citations recorded by the source corpus.

Age and age-related motivations have been neglected in leadership research. This study examined the moderating influence of legacy beliefs on the relationships between age and transformational, transactional, and passive-avoidant leadership behaviors. Legacy beliefs involve individuals' convictions about whether they and their actions will be remembered, have an enduring influence, and leave something behind after death. It was expected that at higher ages, low legacy beliefs impede transformational and transactional leadership behaviors and boost passive-avoidant leadership behaviors. One hundred and six university professors, between 30 and 70 years old, provided ratings of their legacy beliefs; each professor's leadership behaviors were evaluated by one of his or her employees. Results confirmed the assumptions for overall transformational leadership and its charisma subdimension as well as for overall transactional leadership and its active management-by-exception subdimension but not for passive-avoidant leadership.

Subfields: Demography, Neuropsychology and Physiological Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/54199e745a59004d9514972785031367ea89301d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. L. Pearce
2. Bernard McKenna
3. David Rooney
4. H. Zacher
5. C. Rudolph
6. D. Kooij
7. R. Rauvola
8. Mo Wang

In Neuropsychology and Physiological Psychology

1. L. Pearce
2. Bernard McKenna
3. David Rooney
4. H. Zacher
5. C. Rudolph
6. D. Kooij
7. R. Rauvola

In Organizational Behavior and Human Resource Management

1. L. Pearce
2. Emily J. Johnson
3. Bernard McKenna
4. David Rooney
5. H. Zacher
6. Claire S. Johnston
7. C. Rudolph

Citations in the corpus

• Leadership and creativity in higher education (2015, background): “Consistent with previous empirical research on leadership processes in professor–student dyads (Zacher and Bal 2012; Zacher, Rosing and Frese 2011; Zacher et al. 2011), we decided to ask for the participation of only one PhD student of each professor.”
• Leaders’ Personal Wisdom and Leader–Member Exchange Quality: The Role of Individualized Consideration (2014, background): “The combination of idealized influence and inspirational motivation has been referred to as charisma (Avolio et al. 1999; Zacher et al. 2011).”