The nature of organizational leadership : understanding the performance imperatives confronting today's leaders

By Stephen J. Zaccaro, R. Klimoski. 2001

279 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/6d3faf5b8e43839d28d57b0456c1176d91538f79

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Citations in the corpus

Identity, deep structure and the development of leadership skill (2005, background): “For example, Zaccaro and Klimoski (2001) organize such skills into seven imperatives for executive-level leaders: cognitive, social, political, personal, financial, technological, and staffing.”
Searching for Outcomes of Leadership: A 25-Year Review (2011, background): “…attention to the development of theoretical explanations of what constitutes leadership than to defining the types of criteria needed to fully and appropriately evaluate leadership in relation to theoretically relevant criteria (Day, 2001; Kaiser, Hogan, & Craig, 2008; Zaccaro & Klimoski, 2001).”
Sensegiving and the role of cognitive shifts in the work of leadership (2008, background): “…attention to framing for external audiences and stakeholders, from funders to public officials to allied organizations to the general public (cf. Zaccaro & Klimoski, 2001) Previous cognitive leadership research has tended to highlight the relationship between organizational leaders and members,…”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “Based on this three-tier leadership view, Zaccaro and Klimoski (2001) suggest that even though leaders at different levels enact similar roles, such as direction setting and maintenance of capabilities, they do so through different leadership processes (see also: Hiller, DeChurch, Murase & Doty,…”
Team Goal Orientation and Team Performance: The Mediating Role of Team Planning (2009, background): “For example, when individuals hold a psychological climate for learning, they find work stimulating, coworkers supportive, and work improvements rewarding (e.g., McCauley, 2001).”
The role of different levels of leadership in predicting self- and collective efficacy: evidence for discontinuity. (2002, background): “In particular, leadership scholars (Jacobs & McGee, 2001; Katz & Kahn, 1978; Zaccaro & Marks, 1999) have suggested that leaders at middle organizational levels (ie, second-line managers) are more likely to define and clarify organizational roles and to interact with front-line employees only indirec”
Trait-based perspectives of leadership. (2007, methodology): “Although Fiedler’s (1964, 1971) contingency model provided an important perspective on this issue, Zaccaro and Klimoski (2001) defined the leadership context in broader terms.”
Conceptual and methodological issues in studying school leadership effects as a reciprocal process (2011, unknown): “…with practitioners and has strong face validity when viewed in light of theoretical treatises on organizational leadership (e.g., Bass & Bass, 2008; Bridges, 1970; Day, Gronn, & Salas, 2006; Griffin, 1997; Hooijberg & Schneider, 2001; Meindl, 1995; Podsakoff, MacKenzie, & Fetter, 1993; Tate, 2008).”