Strategic leadership research: Moving on

By Kimberley B. Boal, R. Hooijberg. 2000

845 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9c5e897bde4f6ced49e36be6effe960bde9e20cb

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Ceo Transformational Leadership: The Role of Goal Importance Congruence in Top Management Teams (2008, background): “…leadership literature suggest that theories of transformational leadership should be integrated with strategic leadership perspectives to increase understanding of the processes by which leaders communicate and implement organizational strategies (Boal & Hooijberg, 2001; Cannella & Monroe, 1997).”
A framework for examining leadership in extreme contexts (2009, background): “…/ l eaqua two decades scholars have made numerous calls for leadership researchers to take greater account of contextual factors in the formulation of their theories as well as in operational definitions of leadership (e.g., Avolio, 2007; Boal & Hooijberg, 2000; Shamir & Howell, 1999; Tosi, 1991).”
Leaders, followers, and time (2008, methodology): “Work in this area has been conducted by Hambrick & Fukutomi (1991), Boal & Bullis (1991), Boal & Hooijberg (2000), Finkelstein & Hambrick (1996), and Giambastista (2004), among others.”
An Ecological Perspective on Leadership Theory, Research, and Practice (2005, background): “According to many theoretical perspectives (e.g., Boal & Hooijberg, 2001; Chemers, 1997; Zaccaro, 2001), positional leaders are directly responsible for organizational success and adaptation.”
Transformational leadership effects on teachers' commitment and effort toward school reform (2003, background): “than 1,000 nurses, Bycio et al. (1995) also found that transformational factors had strong positive relationships with subordinates’ extra effort.”
Differentiating leader and leadership development (2010, background): “It is a complex phenomenon that encompasses the interactions between the leader and the social and organizational environment (e.g. House and Aditya, 1997; Shamir and Howell, 1999; Waldman and Yammarino, 1999; Boal and Hooijberg, 2001; Hunt and Dodge, 2001; Osborn et al., 2002; Vera and Crossan, 200”
Intelligence and leadership: a quantitative review and test of theoretical propositions. (2004, neutral): “This school of thought has labeled this general concept “social intelligence” (Boal & Hooijberg, 2000; Zaccaro, 2002), “practical intelligence” (Sternberg, 1997), “emotional intelligence” (Sosik & Megerian, 1999), or “sociopolitical intelligence” (J. Hogan & Hogan, 2002).”
Leader self-development as organizational strategy (2011, background): “Absorptive capacity could also be assessed as an organizational outcome of the leader self-development model (Boal & Hooijberg, 2001).”