Games Managers Play: Play as a Form of Leadership Development

By R. Kark. 2011

115 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b2bc617e9c154e4d99466425c48450d776a792fd

How researchers see this paper

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

In Experimental and Cognitive Psychology

1. R. Kark
2. O. Epitropaki
3. Bilian Lin
4. C. Mainemelis
5. Blake E. Ashforth
6. R. Lord

In Organizational Behavior and Human Resource Management

1. O. Epitropaki
2. R. Kark
3. C. Mainemelis
4. R. Lord
5. Bilian Lin
6. Kristie M. Rogers
7. Blake E. Ashforth
8. Beth S. Schinoff

In Social Psychology

1. R. Kark
2. O. Epitropaki
3. C. Mainemelis
4. R. Lord
5. Bilian Lin
6. Blake E. Ashforth
7. Kristie M. Rogers
8. Beth S. Schinoff

Citations in the corpus

• “I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations (2016, background): “” While representing complementary, dynamic processes through which individuals understand who they are, these constructs fundamentally differ in their purposes (Ibarra & Petriglieri, 2010; Kark, 2011; Snow & Anderson, 1987; Sveningsson & Alvesson, 2003).”
• Leadership and followership identity processes: A multilevel review ☆ (2017, background): “Along these lines, Kark (2011) suggested that organizations should provide ‘play spaces’, concentrated spots and spaces in which workers can experience psychological safety and feel free from external judgment in order to foster the development of leader and leadership identities.”
• Creative Leadership: A Multi-Context Conceptualization† (2015, background): “…(2001), Mumford et al. (2014), Zhou (1998, 2003, 2008) Play Andriopoulos and Gotsi (2005), Fillis and Rentschler (2010), Jaussi and Dionne (2003), Kark (2011a), Kauanui, Thomas, Sherman, Waters, and Gilea (2010), Heracleous and Jacobs (2008), Mainemelis and Ronson (2006), Oliver and Ashley…”
• Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance (2016, background): “The notion of creative deviance, if incorporated into leadership development programs (Kark, 2011), may allowmanagers to enhance their leadership capabilities, widen their responses and gain a better understanding of how such responses affect employees.”