Great man or great myth? A quantitative review of the relationship between individual differences and leader effectiveness

By Brian J. Hoffman, D. Woehr, Robyn Maldagen-Youngjohn, Brian D. Lyons. 2011

202 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d653c3afa3822838d5d11220a0dbffc30e1509ee

How researchers see this paper

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

In Experimental and Cognitive Psychology

1. P. D. Harms
2. Gil Luria
3. Yair Berson
4. R. Kaiser
5. James M. LeBreton
6. Seth M. Spain
7. S. Hannah
8. J. Hogan

In Organizational Behavior and Human Resource Management

1. P. D. Harms
2. James M. LeBreton
3. S. Hannah
4. Seth M. Spain
5. R. Kaiser
6. Gil Luria
7. Yair Berson
8. J. Hogan

In Social Psychology

1. P. D. Harms
2. R. Kaiser
3. S. Hannah
4. Yair Berson
5. Gil Luria
6. Seth M. Spain
7. James M. LeBreton
8. J. Hogan

Citations in the corpus

• The Dark Side of Personality and Extreme Leader Behavior (2015, background): “Hogan and Hogan (2001) proposed a taxonomy with 11 dimensions that parallel the Axis II personality disorders defined in the Diagnostic and Statistical Manual of Mental Disorders IV (American Psychiatric Association [DSM-IV-TR], 2000).”
• Leader development and the dark side of personality. (2011, background): “Within the fields of organizational behavior and leadership, the “dark side” measure that has received the most attention is the Hogan Development Survey (HDS; Hogan & Hogan, 1997). The HDS uses Axis 2 personality disorders from the Diagnostic and Statistical Manual-IV (DSM-IV; American Psychiatric ”
• How do leadership motives affect informal and formal leadership emergence (2013, background): “Overall, the meta-analytic findings and reviews point to a family of related predictors of leadership emergence that are “conceptually similar constructs under different labels” (Hoffman et al., 2011, p. 21), such as dominance and need for power.”
• Relationships Among Employee Perception of Their Manager’s Behavioral Integrity, Moral Distress, and Employee Attitudes and Well-Being (2013, background): “There is indeed evidence that honesty/integrity is related to leader effectiveness; Hoffman et al.’s (2011) meta-analysis reports q = .”