Parental images as a guide to leadership sensemaking: an attachment perspective on implicit leadership theories

By Tiffany Keller. 2003

177 citations recorded by the source corpus.

Subfields: Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6d69c17ad940f19cd09f5ddb475b747e837f71e1

How researchers see this paper

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

In Clinical Psychology

In Social Psychology

Citations in the corpus

Echoes of our upbringing: How growing up wealthy or poor relates to narcissism, leader behavior, and leader effectiveness (2016, background): “Prior work has suggested that children learn leadership styles or implicit theories from their parents (e.g., Hartman & Harris, 1992; Keller, 2003).”
Development of outstanding leadership: A life narrative approach (2008, background): “Thus, mental models act as a heuristic device to understand a new situation in terms of a similar past situation (Gioia & Poole, 1984; Keller, 2003).”
What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations? (2014, background): “The social construction of leadership also applies to leadership development as people reflect upon their present and past history (Day et al., 2009; Ibarra & Barbulescu, 2010) and relational ties to social others (Keller, 2003).”
Secure attachment: implications for hope, trust, burnout, and performance (2009, background): “These interpersonal processes have been studied in a variety of contexts including the work context wherein attachment style has been related to socialization, change adjustment, and leader-follower relations (Kahn, 1995; Keller, 2003; Nelson, Quick, & Joplin, 1991).”
Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity (2015, background): “Since then, several theoretical reviews have tried to link attachment styles and childhood experiences with leader perceptions (e.g., Kahn and Kram 1994; Keller 2003) and leader performance outcomes (Avolio 1994; Breshanan and Mitroff 2007; Keller 2003).”
Leadership theories and the concept of work engagement: Creating a conceptual framework for management implications and research (2015, background): “The more the leader’s attitudes and behaviour are aligned with prototype attitudes and behaviour that correspond with a follower’s leader stereotypes, the more the follower feels trusted by, attached to and connected with the leader (Keller, 2003).”
Attachment and emotion regulation: Compensatory interactions and leader–member exchange (2012, background): “Relationship scripts underlie the propensity to initiate and build trusting, enduring and enriching relationships (Kahn & Kram, 1994; Keller, 2003).”
Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, unknown): “…relationships (Simmons, Gooty, Nelson, & Little, 2009), co-workers (Nelson, Quick, & Joplin, 1991) and leaders (Davidiovitz, Mikulincer, Shaver, Izsak, & Popper, 2007; Keller, 2003; Popper, 2002; Popper & Amit, 2009; Popper &Mayseless, 2003; Popper, Mayseless, & Castelnovo, 2000).”
Attachment theory at work: A review and directions for future research (2018, background): “Similarly, subordinates with an avoidant attachment style may be resistant to leadership due to their prior experience with unsupportive relationships (Keller, 2003).”
The benefits of a long-lens approach to leader development: Understanding the seeds of leadership (2011, background): “…as a topic (Arvey, Rotundo, Johnson, Zhang, & McGue, 2006; Avolio, Rotundo, &Walumbwa, 2009; Bartone, Snook, Forsythe, Lewis, & Bullis, 2007; Keller, 2003; Ligon, Hunter, &Mumford, 2008; Popper &Amit, 2009; Popper &Mayseless, 2003; Popper,Mayseless, & Castelnovo, 2000; Schneider, Ehrhart, &…”