Leadership in the twenty-first century

By K. Allen, J. Bordas, G. R. Hickman, L. R. Matusak, G. Sorenson, K.J. Whitmire. IEEE Engineering Management Review, 2006

1,132 citations recorded by the source corpus.

Subfields: Media Technology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6f60088ff663519af5c84c58332cea7c06505ee2

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Citations in the corpus

Bringing humility to leadership: Antecedents and consequences of leader humility (2005, background): “Leaders have become imbued with ‘a saviorlike essence in a world that constantly needs saving’ (Rost, 1991: 94).”
Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers (2018, background): “However, compared to western enterprises, nowadays, Chinese enterprises’ management system is not sound enough, and there is still some room for improving performance (House, 1995; Poon et al., 2005).”
Measuring the Outcomes of Leadership Development Programs (2009, methodology): “Kellogg Foundation (WKKF). The WKKF (2001) funded the creation of the first organized statewide leadership development programs to exist in the United States. These programs were geared toward participants primarily from rural areas. They presently extend to 32 states and three countries, lay claim ”
A Leadership Identity Development Model: Applications from a Grounded Theory (2006, background): “As they began to view themselves as interdependent with others, they shifted their view of leadership to something many in a group do and as a process among people, which is more consistent with the postindustrial view of leadership (Rost, 1993).”
Promoting more integrative strategies for leadership theory-building. (2007, background): “Keywords: authentic leadership development, integrative theories, contingency theories The field of leadership studies has frequently focusedon the leader to the exclusion of other equally im-portant components of the leadership process (Rost, 1991).”
Leadership and public service motivation: a systematic synthesis (2021, background): “…argued that public administration scholars should emphasize collective approaches to leadership, which share a common tradition of concern for the goals of both leaders and followers, a focus on leader-follower relationships, and strategies that emphasize inclusivity and empowerment (Rost 1993).”
Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good (2016, background): “For Page 18 of 65 example, in both Rost (1991) and Brown et al. (2005), ethical leadership has a deontological focus on obligations to act (i.e., emphasizing leaders ought to freely agree with followers on the intended changes and to demonstrate normatively appropriate conduct), as well as a…”
An Ecological Perspective on Leadership Theory, Research, and Practice (2005, background): “The history of leadership studies has generally been written from the perspective of what Rost (1997) called the industrial paradigm, a perspective that emphasizes the preeminence of leaders and the machine-like qualities of organizations.”
Explorations Using the Social Change Model: Leadership Development among College Men and Women (2006, background): “…of leadership sharply contrasts with its industrial counterpart and is grounded in human relations and characterized by shared goals (Allen & 218 Journal of College Student Development Cherrey, 2000; Higher Education Research Institute [HERI], 1996; Komives, Lucas, & McMahon, 1998; Rost, 1993).”
College Student Capacity for Socially Responsible Leadership: Understanding Norms and Influences of Race, Gender, and Sexual Orientation (2008, background): “The evolution of thought regarding leadership is as complex as the phenomenon itself with nearly as many documented definitions as those who have studied it (Bass, 1990; Rost, 1991).”
Leadership and Teamwork: Two Sides of the Same Coin (2013, background): “It is regretted by researchers that neither scholars nor practitioners have been able to define leadership with adequate precision, accuracy, and conciseness (Javidan, et al., 2006; Rost, 1993).”
Why leadership of public leadership research matters: and what to do about it (2018, background): “Some leadership scholars, though, have insisted on viewing leadership as an ethical process in which leaders and followers interact in mutually beneficial ways (Follett 1924; Rost 1991).”
All changes great and small: Exploring approaches to change and its leadership (2005, background): “Furthermore, there have been criticisms that this highly quantitative approach fails to provide insights into the actual behaviours of leaders (Kouzes and Posner, 1998; Kets de Vries, 1995; House, 1995).”
We the Leaders: In Order to Form a Leaderful Organization (2005, background): “Although placed into accountability for their unit, they are likely to be successful when they empower those who are capable and who have the willingness to assume leadership in the moment in relationships with peers, team members, customers, suppliers, and other organizational partners (Rost, 1991;”
Leadership predictors of innovation and task performance: Subordinates' self‐esteem and self‐presentation as moderators (2009, background): “This idea corresponds to the ‘heterogeneity of charisma’ proposition (Klein & House, 1995) and is substantiated by the high correlation between transformational leadership and dyadspecific leader-member exchange quality (Howell & Hall-Meranda, 1999).”
Direction, alignment, commitment: Toward a more integrative ontology of leadership (2008, background): “Rost (1991) described leaders and followers as two sides of the same coin.”
The emerging role of transformational leadership (2015, background): “…literature, leadership is defined as influenced interactions with groups of followers to implement changes and achieve the determined goals (Rost 1991; Bess & Goldman 2001; Zaccaro, Rittman & Marks 2001; Kan & Parry 2004; Ohman 2000; Osborn, Hunt & Jauch 2002; Pearce & Conger 2002; Mills…”
Leader Political Skill and Team Performance (2004, background): “House (1995)argued that leader skill in the facilitation of interaction among team members is becoming critical in organizations.”