Leadership, self, and identity: A review and research agenda

By D. van Knippenberg, Barbara van Knippenberg, David de Cremer, M. Hogg. 2004

880 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9289ad577510cfdaac5bdeb932cd733669dc70cc

How researchers see this paper

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

In Communication

1. D. van Knippenberg
2. Peng Wang
3. D. Day
4. R. Lord
5. Fred Walumbwa
6. Alexander Newman
7. Joseph Rode
8. J. Schaubroeck

In Organizational Behavior and Human Resource Management

1. D. van Knippenberg
2. Fred Walumbwa
3. Bruce J. Avolio
4. Alexander Newman
5. Abraham Carmeli
6. M. Hogg
7. S. Hannah
8. Deanne N. den Hartog

In Social Psychology

1. D. van Knippenberg
2. Bruce J. Avolio
3. Fred Walumbwa
4. M. Hogg
5. S. Hannah
6. R. Lord
7. David de Cremer
8. Abraham Carmeli

Citations in the corpus

• Exploring the Impact of Responsible Leadership on Organizational Citizenship Behavior for the Environment: A Leadership Identity Perspective (2019, background): “Scholars suggest that people identify more with leaders when trust is present, and their needs are satisfied [38,39].”
• Taking Gender into Account: Theory and Design for Women's Leadership Development Programs (2011, background): “…as a critical element of leadership development has gained popularity (Avolio & Gardner, 2005; DeRue & Ashford, 2010b; Lord & Hall, 2005; van Knippenberg et al., 2004), it has not been linked to theory and research on the gender dynamics associated with leader identity development (for an…”
• Transformational leadership, learning, and employability: Effects on performance among faculty members (2011, background): “These leaders get followers to internalise the idea that organizational and personal goals are not opposite but complementary, prioritizing a larger collective cause over focusing on self-interests ( van Knippenberg et al. , 2004”