Applying mixed methods to leadership research: A review of current practices

By Jane E. Stentz, V. P. Plano Clark, G. Matkin. 2012

165 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/813cad49f5c5cbe1c51e8975cec8680d36037604

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Annet de Lange
2. D. Kooij
3. Paul G. W. Jansen
4. J. Dikkers
5. Sandra Penger
6. Barbara Grah
7. Jessica A. Wertz
8. Nancy Anderson

In Strategy and Management

1. Barbara Grah
2. Paul G. W. Jansen
3. Annet de Lange
4. Matej Cerne
5. Mateja Grošelj
6. Sandra Penger
7. J. Dikkers
8. D. Kooij

Citations in the corpus

• Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment (2020, background): “Mixedmethods require a combination of qualitative and quantitative researchmethods with the integration of thematic and statistical data, leading to greater depth and breadth of overall outcomes, and therefore allowing researchers to reach more precise conclusions with superior reliability (Jogulu a”
• Conceptualizing Longitudinal Mixed Methods Designs (2015, methodology): “The lead researcher (VPC) created an analysis codebook, which was informed by the study’s conceptual framework and categories used in previous methodological reviews (e.g., Plano Clark, 2010; Plano Clark & Wang, 2010; Stentz et al., 2012).”
• Managing aging workers: a mixed methods study on bundles of HR practices for aging workers (2014, methodology): “We choose this design in order to compare results from one type of data with those of another (Creswell et al. 2003; Stentz et al. 2012).”