Leadership Effectiveness: An Integrative Review

By M. M. Chemers. 2008

167 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b6eb12080b6f586c23c74ee7188bf26625487baf

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Citations in the corpus

Transformational and Transactional Leadership and Followers’ Achievement Goals (2013, methodology): “As leadership is considered to be pre-eminently a group-process (Chemers 2001), we used reports from two or more followers from each leader to assess the leadership style of their leader (LeBreton and Senter 2008).”
Leadership and fairness: The state of the art (2006, background): “The core question in leadership research has always been what makes leaders influential and effective in mobilizing and motivating followers (e.g., Chemers, 2001; Yukl, 2002).”
Self-uncertainty and Support for Autocratic Leadership (2013, background): “What is underemphasized is the fact that leadership is a group process (e.g., Chemers, 2001), and that followers play a key role in leadership (e.g., Lord & Brown, 2001; Lord & Maher, 1991; Riggio, Chaleff, & Lipman-Blumen, 2008).”
License to fail? How leader group prototypicality moderates the effects of leader performance on perceptions of leadership effectiveness (2008, background): “It is important to understand the precursors of follower evaluations and endorsement after leader performance information, because the effectiveness of a leader depends on the degree towhich the leader is able to influence andmotivate followers (Chemers, 2001; Yukl, 2001).”
Agency and communion from the perspective of self versus others. (2007, background): “…1979; Reeder, Pryor, & Wojciszke, 1992), and Kinder and Sears (1985) claimed that moral integrity and competence constitute two separate and basic clusters of traits in the perception of political leaders (cf. Chemers, 2001; see also consideration vs. initiating structure; Halpin & Winer, 1957).”
Leadership theories and the concept of work engagement: Creating a conceptual framework for management implications and research (2015, background): “Yet, in both cases, what happens is not a question of leadership (cf. Chemers, 2001).”
The Interpersonal Challenges of Instructional Leadership (2015, background): “Effective leadership requires that both these goals are integrated so that relationships are maintained or enhanced while the work is progressed (Chemers, 2001; Robinson, 2001).”
High in the Hierarchy: How Vertical Location and Judgments of Leaders' Power are Interrelated (2007, background): “, the followers) to contribute towards a common goal (Chemers, 2001).”
The Relationship Between Transformational Leadership and Emotional Intelligence from a Gendered Approach (2012, background): “The concept of leadership is related to agency traits (Chemers, 2001).”
Transactional, Transformational, or Laissez-Faire Leadership: An Assessment of College of Agriculture Academic Program Leaders' (Deans) Leadership Styles. (2008, background): “have his or her vision accepted, as well as to motivate followers to work toward a common end (Chemers, 2001).”
The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments (2012, background): “…research within social psychology (see Hogg, 2007a, 2010, 2013)—a revival that has refocused attention on leadership as a group process (e.g., Chemers, 1997, 2001), and has been stimulated by leadership research that focuses on power (e.g., Fiske & Dépret, 1996; see Fiske, 2010), gender…”
Pronoun Use Reflects Standings in Social Hierarchies (2014, background): “Leadership is defined as a “process of social influence through which an individual enlists and mobilizes the aid of others in the attainment of a collective goal” (Chemers, 2001, p. 376).”
Leadership and Uncertainty: How Role Ambiguity Affects the Relationship between Leader Group Prototypicality and Leadership Effectiveness (2009, unknown): “Therefore, it is not surprising that understanding leadership effectiveness – leaders’ ability to mobilize and influence followers (Chemers, 2001; Yukl, 1998) – has always been high on the agenda of research in organizational behaviour.”
The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger (2006, unknown): “Because leadership is pre-eminently a group process (Chemers, 2001), social identity theorists (Haslam and Platow, 2001; Hogg and Terry, 2001; Hogg and van Knippenberg, 2003) would argue that a shift from the personal towards the relational (group) level of identity is appropriate in an analysis of ”
Warmth and Competence As Universal Dimensions of Social Perception: The Stereotype Content Model and the BIAS Map (2008, background): “…(Abelson, 1982; Kinder and Sears, 1985; Todorov et al., 2005; Wojciszke and Klusek, 1996), as types of leadership styles (relation- and task-oriented; Chemers, 2001), as dimensions of inpersonal attraction ( Jamieson et al. 1987, Lydon et al., 1988), as determinants of social network development…”