Pathways to informal leadership: The moderating role of gender on the relationship of individual differences and team member network centrality to informal leadership emergence
By M. Neubert, S. Taggar. 2004
195 citations recorded by the source corpus.
Subfields: Gender Studies, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/5faf19cdf812823be3ddb16012c66abceb02cb5c
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Gender Studies
- Marissa L. Shuffler
- R. Reichard
- S. Murphy
- Eduardo Salas
- Blaine Landis
- Gil Luria
- Prasad Balkundi
- Francis J. Yammarino
In Organizational Behavior and Human Resource Management
- David A. Waldman
- Andra Serban
- Yair Berson
- C. Chiu
- Prasad Balkundi
- Frankie J. Weinberg
- Stefanie K Johnson
- R. Reichard
Citations in the corpus
- Predictors of the emergence of transformational leadership in virtual decision teams (2009, background): “Neubert and Taggar (2004) suggested that attributions or ascribed sources of status are derived in part from readily observable individual behavioral differences that stem largely from personality.”
- Assuming the Mantle: Unpacking the Process by Which Individuals Internalize a Leader Identity (2009, unknown): “This idea is evident in research showing that the emergence of informal leaders in social contexts can be constrained by factors present in that context (Lord, Brown, Harvey, & Hall, 2001; Neubert & Taggar, 2004).”
- The strong, sensitive type : Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders (2008, background): “In a recent study on informal leadership, Neubert and Taggar (2004) found that general mental ability more strongly predicted informal leadership for women than for men.”
- When managers become leaders: The role of manager network centralities, social power, and followers' perception of leadership (2017, background): “Second, through frequent leader-follower interactions, other leader-like attributes, such as supportiveness (Hamblin, 1958), may be easily observed and recalled by followers (Neubert & Taggar, 2004).”
- Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice (2012, background): “Other research has established the relationship between leadership emergence in team networks and individual characteristics such as team member network centrality (e.g., Neubert & Taggar, 2004).”
- Personality and social networks in organizations: A review and future directions (2016, result): “A similar study in which extraversion was significantly related to centrality in the team network did not appear to have this range restriction problem (Neubert & Taggar, 2004).”
- How do leadership motives affect informal and formal leadership emergence (2013, methodology): “Neubert and Taggar (2004) provided significant support for using this single-item measure.”