A multilevel, identity-based approach to leadership development

By D. Day, Michelle Harrison. 2007

551 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6e915956f6960b848b478933d3dd5391c709dcd8

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Transformational Leaders and Work Performance: The Mediating Roles of Identification and Self-efficacy (2013, background): “Follower-leader identification and contextual performance Identity and identification processes have received close attention from many researchers in the field of leadership theory and development (Day & Harrison, 2007; Lord & Hall, 2005).”
Mentoring Impact on Leader Efficacy Development: A Field Experiment (2011, methodology): “Consistent with the theoretical frameworks offered by Day and Harrison (2007), DeRue and Ashford (2010), Hannah and colleagues (2008), and van Knippenberg and colleagues (2004), we explore self-efficacy as one aspect of leaders’ selfconstrual of their capabilities to lead, and we suggest that…”
Situational , Transformational , and Transactional Leadership and Leadership Development (2014, background): “Modern leadership requires a new focus on developing leadership expertise (Day, 2009), new perspectives on the role of leader identity (Day & Harrison, 2007), and the development of adaptive leadership capacity (DeRue & Wellman, 2009).”
LEARNING AGILITY: ITS EVOLUTION AS A PSYCHOLOGICAL CONSTRUCT AND ITS EMPIRICAL RELATIONSHIP TO LEADER SUCCESS (2017, background): “…whether one uses the factor label “self-awareness” or “self-insight” or “self-reflection,” the importance of knowing oneself and his or her capabilities and limitations for leadership success seems well established (Anseel, Lievens, & Schollaert, 2009; Bennis & Thomas, 2002; Day & Harrison, 2007).”
Taking Gender into Account: Theory and Design for Women's Leadership Development Programs (2011, background): “On the positive side, receiving validation for one’s self-view as a leader bolsters self-confidence, which increases one’s motivation to lead (Chan & Drasgow, 2001; 7 Kark & van Dijk, 2007) and to seek new opportunities to practice leadership (Day & Harrison, 2007; Day, Harrison, & Halpin, 2009).”
Between Person and Person: Dialogical Pedagogy in Authentic Leadership Development (2014, background): “Note, however, that in the last decades scholars have mad considerable theoretical progress in the understating of leadership development, especially in the area of the development of leadership expertise (e.g., Lord & Hall, 2005) and leader’s identity (e.g., Day & Harrison, 2007).”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, unknown): “This claiming of leadership will expose the leader to more leadership experiences to learn from, thereby creating positive learning spirals (Day & Harrison, 2007).”