Qualitative research on leadership: A critical but appreciative review

By Alan Bryman. 2004

682 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/91e894af19d23b6ed201224a9352695668a83b4d

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. Bradley P. Owens
2. E. Hamilton
3. David R. Hekman
4. L. Cohen
5. Rekha Karambayya
6. Saher Iqbal
7. Fiza Amjad
8. Mary Uhl‐Bien

In Social Psychology

1. David R. Hekman
2. Bradley P. Owens
3. S. Murphy
4. Ellen A. Ensher
5. L. Cohen
6. Rekha Karambayya
7. Saher Iqbal
8. Fiza Amjad

Citations in the corpus

• A qualitative analysis of charismatic leadership in creative teams: The case of television directors (2008, background): “Numerous studies have examined how leadership behavior enhances or distracts from team performance (see Burke et al., 2006). For example, in the study by Druskat & Wheeler's (2003) that we cited earlier, the external leaders of self-managed teams helped their teams succeed by demonstrating leader be”
• A study of a university-led entrepreneurship education programme for small business owner/managers (2012, methodology): “Leitch, McMullan, and Harrison (2009) point out, most work that has looked at programmes of this nature within the smaller business context has been quantitative in nature using a pre-developed, behaviourally based leadership assessment tool (Bryman 2004; Hunter, Bedell-Avers, and Mumford 2007).”
• Impact of dual executive leadership dynamics in creative organizations (2009, methodology): “The analysis was accomplished in a traditional grounded theory manner searching for repeated themes (Bryman, 2004; Bryman et al., 1996; Coffey & Atkinson, 1996; Strauss & Corbin, 1998), crossing and comparing cases searching for patterns (Eisenhardt, 1989a; Eisenhardt & Graebner, 2007; Yin, 2003) an”
• Relational Leadership Theory: Exploring the social processes of leadership and organizing (2006, methodology): “One could also use a combination of theoretical modeling with qualitative approaches (Bryman, 2004), grounded theory (Brown and Gioia, 2002; Parry and Meindl, 2002), case studies (Hunt and Ropo, 1998; Ropo and Hunt, 2000), etc.”
• Impact of leadership styles on employees’ performance with moderating role of positive psychological capital (2019, methodology): “Data collection techniques are divided into two techniques: one is quantitative, and second is qualitative (Bryman, 2004).”
• Studying Leadership Critically: A Psychosocial Lens on Leadership Identities (2010, background): “While there has been support more recently for methodological diversity (Bryman, 2004) qualitative methods of exploration are still in the minority.”
• Effects of Leadership Style on Team Learning. (2010, methodology): “Observing Bryman’s (2004) note that qualitative research tends to start afresh and make limited (if any) reference to past work, which minimizes continuity and limits cohesive theory building, we carefully balance our use of existing research and new investigation by integrating and building on the ”