The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory
By Morela Hernandez, M. Eberly, Bruce J. Avolio, Michael D. Johnson. 2011
311 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/83a74bca6ada7b4ba3f19dfc323d20e71857414d
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies (2019, background): “Scholars of PL have presumed that prevalence and acceptability of PL is a function of societal culture (Hernandez, Eberly, Avolio, & Johnson, 2011); this might include factors such as high power distance, collectivism, masculinity (Hofstede, 2003), and diffuse cultures (Trompenaars, 1993).”
- Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, background): “Likewise, other leadership scholars call for increased attention to the follower and context to advance amore comprehensive understanding of leadership (Hernandez et al., 2011).”
- Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “Indeed, there is an appreciation in the broader leadership literature that the term ‘‘leadership’’ has been too narrowly defined, and that it reflects a dynamic, cocreated process between leaders, followers, and the environment (Avolio 2007; Hernandez et al. 2011).”
- A Network Analysis of Leadership Theory (2016, methodology): “…of the prior approaches imposes an a priori, deductively derived conceptual framework (e.g., the Avolio, 2007, five core facets of leadership; the Hernandez et al., 2011, loci and mechanisms of leadership; the Hoffman & Lord, 2013, seven-dimensional event taxonomy; the Dansereau et al., 2013,…”