Assessing leadership styles and organisational context

By V. Dulewicz, M. Higgs. 2005

382 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/d9ee5448925c5f2dece177e4cb8c8bbea66b697b

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In Organizational Behavior and Human Resource Management

In Public Administration

Citations in the corpus

Task and person-focused leadership behaviors and team performance: A meta-analysis (2016, positive): “They encourage them to take on personally challenging demanding tasks, to solve problems and produce innovative ideas and solutions (Dulewicz & Higgs, 2005).”
Emotional Intelligence and Effective Leadership (2013, result): “…self-assess both their emotional intelligence and effective leadership and to verify the existence of statistically significant relationship between the emotional intelligence of the supervisors considered in our sample and their results in terms of effective leadership (Dulewicz and Higgs 2005).”
The Role of a Leader in Stimulating Innovation in an Organization (2020, background): “…theories of leadership (Blake and Mouton 1978; Tannenbaum and Schmidt 1973), situational leadership theories (Fiedler 1967), visionary and charismatic theories (Bass and Avolio 1990), theories of power, influence and competence (Dulewicz and Higgs 2005; Paliszkiewicz 2019; Müller and Turner 2005).”
Comparing the leadership styles of functional and project managers (2009, background): “As part of that study, 414 project managers completed a psychometric test, the leadership development questionnaire – LDQ ( Dulewicz and Higgs, 2005”
Leadership competency profiles of successful project managers (2010, methodology): “So far only Dulewicz and Higgs (2005) developed a set of profiles, and only for organizational change projects.”
The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective (2017, methodology): “They used the leadership development questionnaire, based on the model by Dulewicz and Higgs (2005) and a compound measure of project success (ten success criteria), and found correlations among leadership competencies and project success.”