Patterns of leader characteristics: Implications for performance and development.

By Michael D. Mumford, Stephen J. Zaccaro, Julie F. Johnson, Marisa Diana, Janelle A. Gilbert, K. Threlfall. 2000

114 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5cc2d0884c24f879367949cbeaf598743c7a76dd

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Michael D. Mumford
2. Stephen J. Zaccaro
3. R. Reiter‐Palmon
4. Ralf Müller
5. Rodney Turner
6. Steve W. J. Kozlowski
7. John E. Mathieu
8. Leslie A. DeChurch

In Sociology and Political Science

1. R. Reiter‐Palmon
2. Stephen J. Zaccaro
3. Michael D. Mumford
4. Steve W. J. Kozlowski
5. John E. Mathieu
6. Leslie A. DeChurch
7. Jin Nam Choi
8. Shawn Burke

Citations in the corpus

• Trait-based perspectives of leadership. (2007, background): “Mumford et al. (2000) identified seven different leader types among Army officers.”
• Development of leadership skills: Experience and timing (2000, background): “The theory of effective organizational leadership proposed by Mumford et al. (2000) holds that leader performance ultimately depends on the person's ability to solve novel, ill-defined organizational problems.”
• Leadership competency profiles of successful project managers (2010, background): “Managers are more likely to perform better or to stay longer in their position if their personal characteristics meet the requirements of the position (Mumford et al., 2000).”