Leadership and the organizational context: Like the weather? ☆

By L. Porter, Grace B. McLaughlin. 2006

474 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/777076d56476f3628d44172af9b0222dd4f9a6c4

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Citations in the corpus

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership (2019, background): “Ethical climate, ‘like the weather’ (Porter & McLaughlin, 2006), may moderate employees’ impression of ethical role modeling.”
What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, unknown): “Our proposedmodel contributes to the existing leadership literature because it involves representing the context in which leadership is conceptualized, and the levels at which leadership is enacted (Porter & McLaughlin, 2006).”
Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, background): “In line with this view, several studies have provided evidence for the moderating role of various work climates in the relationship between leader behaviors and work outcomes (e.g., A. S. Y. Chen & Hou, 2016; Hui et al., 2007; Porter & McLaughlin, 2006; Tse et al., 2008; P. Wang & Rode, 2010).”
Considering context in psychological leadership research (2009, background): “…of context has also been addressed by leadership psychology researchers (Antonakis et al., 2003, 2004b; Blair & Hunt, 1986; Dienesch & Liden, 1986; Erdogan & Liden, 2002; Liden et al., 1997; Porter & McLaughlin, 2006; Schriesheim et al., 1999; Shamir & Howell, 1999; Zaccaro & Klimoski, 2001).”
Multilevel Research in the Field of Organizational Behavior (2013, background): “This means that because time is present in all contexts—for some authors time is a component or a dimension of context (Johns, 2006; Porter & McLaughlin, 2006)—and the functioning of teams and organizations is dynamic, it is essential to consider time to understand the micro and macrocontexts.”
Moderating role of subordinates' attitudes on transformational leadership and effectiveness: A multi-cultural and multi-level perspective. (2009, result): “We also conducted our study to respond to recent calls by several scholars (see Hunt, 1991, 2004; Johns, 2006; Porter & McLaughlin, 2006; Yammarino et al., 2005) for paying greater attention to the role of context, a higher level of analysis, that affects leadership andmanagement processes.”
Considering context in discursive leadership research (2009, background): “management of meaning social construction In the account of my colleagues, Bob Liden and John Antonakis, and others (2009; Osborn et al., 2002; Porter & McLaughlin, 2006), we see how the mainstream leadership literature’s journey into the context of leadership is finding new avenues of theorizing,…”
Leader Self and Means Efficacy: A multi-component approach (2012, background): “As leadership is inherently contextualized and embedded (Osborn et al., 2002; Porter & McLaughlin, 2006), we believe this has been a critical omission in leader efficacy research.”
Structural Impacts on the Occurrence and Effectiveness of Transformational Leadership: An Empirical Study at the Organizational Level of Analysis (2010, background): “…1999; Weber, 1947; 1976).2 Nevertheless, the role of organizational structure has largely been ignored in empirical research on such leadership (Porter & McLaughlin, 2006; Shamir & Howell, 1999) and, therefore, more work is needed to reach a better understanding of the development and the…”
Leadership efficacy: Review and future directions (2008, background): “Also, we will answer the call for a greater focus on context for leadership in this review (Hunt, 2006; Osborn et al., 2002; Porter and McLaughlin, 2006).”
Safety leadership practices for organizational safety compliance: developing a research agenda from a review of the literature (2016, background): “From a study of 21 leading journals over a period of 16 years Porter and McLaughlin (2006) proposed seven categories of organizational context variables but noted that three-quarters of the empirical studies that they reviewed failed to mention any of them.”
Leader inclusiveness, psychological diversity climate, and helping behaviors (2016, background): “Although there is a long tradition of studying leader behavior in conjunction with situational variables (Vroom and Jago, 2007), scholars recently noted a trend of straying from this tradition (Porter and McLaughlin, 2006).”