What we know about Leadership

By Robert P. Hogan, R. Kaiser. 2005

1,162 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/927527d8f36164405f6bbd6f5c29d8a946213d64

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research (2018, background): “Hogan and Kaiser (2005) describe a dualism of leader narcissism.”
Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths (2015, background): “…is uniquely capable of considering both systematic and individual aspects of events and thus of bridging a divide in the approach to studying organizations and society, that between the sociological or situational view and the psychological or personality-based view (Hogan and Kaiser, 2005).”
Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries (2007, background): “Hogan and Kaiser (2005) point out that effective leadership results in individuals being willing to set aside, to an extent, their personal agendas in order to tackle tasks that move the group's agenda forward, involving both interpersonal and task competencies.”
An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion? (2011, background): “These norms can hinder women when executive leadership is con ﬂ ated with charismatic qualities (Martell, Parker, Emrich, & Crawford, 1998), a phenomenon that may be prevalent especially at the CEO level (Agle, Nagarajan, Sonnenfeld, & Srinivasan, 2006; Hogan & Kaiser, 2005).”
A Methodology for Conducting Integrative Mixed Methods Research and Data Analyses (2010, neutral): “…(Phinney, 1990), biculturalism (LaFromboise, Coleman, & Gerton, 1993), resilience (Masten, 2001), well-being (Jones & Sumner, 2009), leadership (Hogan & Kaiser, 2005), self-regulation (Gross & John, 2003), and various emotions such as guilt and regret (Zeelenberg & Bruegelmans, 2008) and…”
Mirror, mirror on my boss’s wall: Engaged enactment’s moderating role on the relationship between perceived narcissistic supervision and work outcomes (2012, background): “Abusive leadership ‘degrades the quality of life for everyone associated with it’ (Hogan and Kaiser, 2005: 169).”
Greed is good? Assessing the relationship between entrepreneurship and subclinical psychopathy (2013, background): “On the other hand, being aggressive and impulsive (i.e. secondary psychopathy) is likely to be detrimental to success (H2), because such behavior may alienate work colleagues and impair access to resources needed to exploit opportunities and innovations (Hogan & Kaiser, 2005).”
It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship (2017, methodology): “By integrating the tenets of trait theory and the behavioral paradigm, the personality–leadership behavior–outcome framework contends that the influence of a leader’s personality on outcomes is transmitted through his or her leadership behaviors (Hogan and Kaiser, 2005; Avolio, 2007; DeRue et al., 2”
Narcissism in organizational contexts (2010, background): “This question is often framed in terms of “bright” or good side and “dark” or destructive side of narcissistic leadership; Hogan & Kaiser, 2005).”
Narcissism in Organizations: A Multisource Appraisal Reflects Different Perspectives (2008, background): “Hogan and Kaiser (2005) noted that it is important to distinguish between good and bad leadership, as “good leadership promotes effective team and group performance.”
How leadership matters: The effects of leaders' alignment on strategy implementation (2010, positive): “Even if perceptual measures of leadership effectiveness are affected by implicit leadership theories, there is evidence that these ratings converge with objective measures of performance (Judge et al., 2002; Hogan et al., 1994).”