Leader Self and Means Efficacy: A multi-component approach
By S. Hannah, Bruce J. Avolio, Fred Walumbwa, A. Chan. 2012
99 citations recorded by the source corpus.
Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/c6c3bd693b0e56ee621610d68266ce1a1152eb13
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Applied Psychology
In Organizational Behavior and Human Resource Management
- Gerald R. Ferris
- B. P. Ellen
- G. Blickle
- Ceasar Douglas
- Andreas Wihler
- Margarita Mayo
- L. Guillén
- Konstantin Korotov
In Social Psychology
- Gerald R. Ferris
- G. Blickle
- B. P. Ellen
- Ceasar Douglas
- Andreas Wihler
- Margarita Mayo
- L. Guillén
- Konstantin Korotov
Citations in the corpus
- Further specification of the leader political skill–leadership effectiveness relationships: Transformational and transactional leader behavior as mediators (2013, background): “As previously noted, although transaction and transformational leadership have been the focus of numerous empirical studies, very few have examined antecedents of these leader behaviors (Avolio & Bass, 1995; Bass & Bass, 2008; Hannah et al., 2012).”
- How leader role identity influences the process of leader emergence: A social network analysis (2018, unknown): “…identity is linked to a variety of role-based behaviours, including job performance (Farmer & Van Dyne, 2010), creativity (Farmer, Tierney, & Kung-McIntyre, 2003), moral judgments (Leavitt, Reynolds, Barnes, Schilpzand, & Hannah, 2012), and decision-making (Mathias & Williams, 2014).”
- Is leadership a part of me? A leader identity approach to understanding the motivation to lead (2015, methodology): “Third, our research also sheds light on the relationship between self-efficacy perceptions and leadership motivation (e.g., Chan & Drasgow, 2001; Hannah et al., 2012).”