Leadership: Theory and Practice

By P. Northouse. 2000

3,880 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ccd4b423a6003f894f368f765bd0ebf16d3b286f

How researchers see this paper

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

1. Ekin K. Pellegrini
2. Frank Walter
3. T. Scandura
4. Sung Min Park
5. Heike Bruch
6. H. Rainey
7. D. Turban
8. T. Egan

Citations in the corpus

• Developing a Leadership Identity: A Grounded Theory (2005, unknown): “NOVEMBER/DECEMBER 2005 ◆ VOL 46 NO 6 593”
• Values and behaviors of effective lean managers: Mixed-methods exploratory research (2017, unknown): “Both transformational and transactional leadership have been associated with lean or organizational process renewal, including higher efficiency (e.g., Doeleman, Ten Have, & Ahaus, 2012; Jung, Chow, & Wu, 2003; Kanji & S a, 2001; Laohavichien, Fredendall, & Cantrell, 2011; Llor ens-Montes & Molina, ”
• Leadership and Public Service Motivation in U.S. Federal Agencies (2008, background): “Indeed, leadership can be defined as “a process whereby an individual influences a group of individuals” to attain common goals…by mobilizing and motivating the workforce (Northouse 2004 , 3).”
• Change management through leadership: the mediating role of organizational culture (2017, background): “Nussbaumer and Merkley (2010) emphasize that it is the ability to influence intrinsic acceptance while reducing resistance that makes change leadership important to the change process.”
• I can do it, so can you: The role of leader creative self-efficacy in facilitating follower creativity (2016, background): “Given that leading is an act of influencing followers (Northouse, 2012; Yukl, 2013), leader CSE will likely affect not only leaders’ own behaviors, but also the nature and strength of their motivational influence over followers.”
• Individual differences in servant leadership: the roles of values and personality (2006, background): ““[Servant] leaders with integrity inspire confidence in others because they can be trusted to do what they say they are going to do” ( Northhouse, 1997”