Engaging Leaders in the Eyes of the Beholder

By K. Kopperud, Ø. Martinsen, S. I. W. Humborstad. 2014

104 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/826517a7b44eea2e9a41d43bb3f13e9bb966d5b6

How researchers see this paper

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

In Demography

1. Wilmar B. Schaufeli
2. Marjolein C. J. Caniëls

In Organizational Behavior and Human Resource Management

1. Marjolein C. J. Caniëls
2. Wilmar B. Schaufeli
3. Arnold B. Bakker
4. Evangelia Demerouti
5. Toon W. Taris
6. Osman M. Karatepe
7. S. Rothmann
8. J. Hakanen

In Strategy and Management

1. Wilmar B. Schaufeli
2. Marjolein C. J. Caniëls

Citations in the corpus

• Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work (2018, background): “…transformational leadership and engagement seems to be that transformational leadership (as opposed to transactional leadership) enhances engagement, also resulting in better job performance, organizational knowledge creation (Carasco-Saul et al., 2015) and service climate (Kopperud et al., 2014).”
• Engaging leadership in the job demands-resources model (2015, background): “Although the term “engaging leaders” has been used before, a closer look reveals that it either refers to idiosyncratic conceptualizations (e.g. Alimo-Metcalfe et al., 2008) or to existing conceptualization, notably transformational leadership (e.g. Hofslett-Kopperud et al., 2014).”