Exploring the relationship of leadership skills and knowledge to leader performance

By M. Connelly, Janelle A. Gilbert, Stephen J. Zaccaro, K. Threlfall, M. Marks, Michael D. Mumford. 2000

261 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/626d56689443920d8f140eb48126f012a1972051

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Patterns of leader characteristics: Implications for performance and development. (2000, background): “Connelly et al. (2000) found leadership skills to be significantly related to indices of leader performance.”
Developing leaders for creative efforts: A domain-based approach to leadership development (2007, background): “This problem becomes especially salient when it is recognized that their relationship formation skills, while requiring social skills, may call for more complex social analytic capacities such as wisdom and conflict management skills (Connelly et al., 2000).”
Cognitive skills and leadership performance: The nine critical skills (2017, background): “Some initial evidence bearing on this concern has been provided by Connelly et al. (2000).”
The leadership skills strataplex: Leadership skill requirements across organizational levels (2007, methodology): “Finally, substantial theoretical reasoning and empirical results suggest that qualitatively different types of leadership skill requirements exist (e.g., Connelly et al., 2000; Mumford, Dansereau et al., 2000; Mumford, Marks et al., 2000; Mumford, Zaccaro et al., 2000; Zaccaro, 2001).”
Cognitive and Personality Predictors of Leader Performance in West Point Cadets (2002, methodology): “These nonsignificant findings regarding problem solving and leader performance are at variance with the results of Connelly et al. (2000), who reported that problem solving ability predicts leader achievement in a sample of 373 Army officers (all ranks and branches). However, it is important to note”
Instrumental leadership: Measurement and extension of transformational–transactional leadership theory (2014, background): “…not just about exercising influence on an interpersonal level; effective leadership also depends on leader expertise and on the formulation and implementation of solutions to complex social (and task-oriented) problems (Connelly et al., 2000; Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000).”