Leadership déjà vu all over again

By J. G. Hunt, George E. Dodge. 2000

200 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ad709eb2c7774bf0660fd788196aac991e412a6d

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “Still, Hunt and coworkers (Hunt and Dodge 2001; Hunt and Ropo 1997) argued that such challenges do not excuse quick, one-shot studies nor should they preclude the use of broader systems approaches.”
Relational Leadership Theory: Exploring the social processes of leadership and organizing (2006, background): “I contend that we have little understanding currently of these relational dynamics because the vast majority of our existing studies of leadership have neglected to focus on process (Hosking, 1988; Hunt and Dodge, 2000; Hunt and Ropo, 1998; Ropo and Hunt, 2000).”
A dynamic model of top management team effectiveness: managing unstructured task streams (2003, background): “Our analysis thus contributes to building a cumulative field in leadership research (Hunt & Dodge, 2001) by linking the leader’s process choices with TMT effectiveness—a key aspect of strategic leadership effectiveness, which in turn is a key driver of organizational effectiveness (Boal &…”
Organizations as complex adaptive systems: Implications of Complexity Theory for leadership research (2006, background): “Although leadership has long been an area of interest and is a mature field (Bass, 1990; Hunt & Dodge, 2001), new models of leadership continue to develop, including a model of leadership for the new form organization, in which leadership relies less upon managerial authority (Schneider, 2002), and…”
Academic amnesia and vestigial assumptions of our forefathers. (2006, background): “…(see, Bedeian, 1993), that process can be operationalized in terms of the wellknown: planning, organizing, staffing, directing and controlling (POSDC) or slight variations within the managementprocess approach (see, e.g., Bartol and Martin, 1991; Caroll and Gillen, 1987; Hunt and Dodge, 2000).”
Promoting more integrative strategies for leadership theory-building. (2007, background): “The evolution of leadership theory and practice has come to a point at which a more integrative view spanning from genetics to cultural–generational and strategic levels should be considered at the outset when building theories of leadership and leadership development (Hunt & Dodge, 2000).”
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”
Leadership in complex organizations (2001, background): “Social scientists are beginning to recognize the need to examine behavioral systems from broader and more integrated perspectives such as those represented by complexity (Hunt & Dodge, 2000; Hunt & Ropo, in press).”