Direction, alignment, commitment: Toward a more integrative ontology of leadership

By W. Drath, Cynthia D. Mccauley, Charles J. Palus, E. Velsor, P. O’Connor, John B. McGuire. 2008

596 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b34feb70950c53e7a8026ab4d5e20be10b0d5ad7

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Placing Job Characteristics in Context: Cross-Temporal Meta-Analysis of Changes in Job Characteristics Since 1975 (2018, background): “It is possible that the traditional top-down style of leadership is less effective, on average, than in years past (e.g., Drath et al., 2008; Grant et al., 2011).”
Model of complexity leadership development (2013, background): “…there have been recent advances in delineating differences between viewpoints of how leader and leadership development might be construed (Day 2001; Drath et al. 2008), there have been few attempts to extend the concept of leadership development from a complexity leadership perspective (cf.…”
Leadership Development in Organizations: Multiple Discourses and Diverse Practice (2013, unknown): “Recent functionalist commentary has begun to offer a leadership ontology that seeks to explain how employees produce direction, alignment and commitment, such that leadership development becomes integrated with team, network, community and organization development processes in which the whole collec”
Leadership in the Plural (2012, background): “As Sveiby (2011)—who applied Drath et al.’s framework to understand leadership practices and beliefs that create egalitarian and power-symmetric leadership situations—reminds us, collective leadership does not appear in a vacuum: it requires what he calls “benevolent hierarchical” leadership to allo”
Managers’ Citizenship Behaviors for the Environment: A Developmental Perspective (2018, background): “Each stage includes and transcends the preceding levels, while providing a more complex and comprehensive perspective (Cook-Greuter 2004; Drath et al. 2008; Prinsloo 2012).”
From leadership-as-practice to leaderful practice (2011, background): “Gronn (2002) focuses on concertive actions such as spontaneous collaborations which produce reciprocal influence whereas for Drath et al. (2008), processes produce the functional outcomes of direction, alignment, and commitment.”
The challenge of leading on unstable ground: Triggers that activate social identity faultlines (2009, background): “Drath et al. (2008) offer a refined theory of leadership suggesting that there are three essential outcomes that leaders strive for: direction, alignment, and commitment.”