What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations?
By R. Lord, Jessica E. Dinh. Industrial and Organizational Psychology, 2014
92 citations recorded by the source corpus.
In this article, we provide a brief review of the current and past research on leadership perceptions and performance. We then describe four principles that have emerged from many decades of research, which can provide new directions for future leadership theory and research.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/bd8c8fb751409b8b3fd82440e65387aaafe56dcb
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In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- The Relational Nature of Leadership Identity Construction: How and When It Influences Perceived Leadership and Decision-Making (2015, background): “Recognizing that leadership reflects more than formal status and role-definitions, theories of leadership have evolved from predominantly top-down, hierarchical perspectives toward relationally-centered models (Day et al., 2006; Denies et al., 2012; Lord & Dinh, 2014; Uhl-Bien, 2006).”
- Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms (2017, unknown): “Its absence from recently published reviews on leadership suggests that researchers have been losing interest in LMX (Dinh, Lord, Gardner, Meuser, Liden, & Hu, 2014; Lord & Dinh, 2014; Yukl, 2012).”