The nature of organizational leadership: An introduction.

By Stephen J. Zaccaro, R. Klimoski. 2001

120 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/df79c303cb225e6b7dc94395ba75c299a21a44c6

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Citations in the corpus

Searching for Outcomes of Leadership: A 25-Year Review (2011, background): “…surveys have been designed carefully and thoroughly and are capturing the “space” of leadership, increasing reliance could represent increasing convergence in the field around measurement and some maturation in a field that has been criticized for being immature (Zaccaro & Klimoski, 2001).”
Experimentally Analyzing the Impact of Leader Positivity on Follower Positivity and Performance (2011, background): “Conventional wisdom as well as the academic leadership literature (e.g., Zacarro & Klimoski, 2001) argue that leaders are emulated throughout the organization.”
Leaders, followers, and time (2008, background): “Other leadership research has outlined how the temporal context of a leader's decisions and actions will depend on the leader's hierarchical level in the organization (Jaques & Clement, 1991; Zaccaro & Klimoski, 2001; Kaiser, Hogan & Craig, 2008).”
How transformational leadership works during team interactions: A behavioral process analysis (2015, background): “…where leaders are constructing the nature of organizational problems, developing and evaluating potential solutions, and planning, implementing, andmonitoring selected solutions within complex social domains” (Zaccaro & Klimoski, 2001, p. 8; see also Fleishman et al., 1991; Zaccaro et al., 2001).”
Leadership across levels: Levels of leaders and their levels of impact (2010, background): “Despite this reality, research on leadership often seems disconnected (Zaccaro & Klimoski, 2001) owing at least in part to separate disciplinary groups guiding theory and research on leadership at different levels; for example, organizational-level leadership research is generally the province of…”
Identity, deep structure and the development of leadership skill (2005, background): “For example, Zaccaro and Klimoski (2001) organize such skills into seven imperatives for executive-level leaders: cognitive, social, political, personal, financial, technological, and staffing.”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “Based on this three-tier leadership view, Zaccaro and Klimoski (2001) suggest that even though leaders at different levels enact similar roles, such as direction setting and maintenance of capabilities, they do so through different leadership processes (see also: Hiller, DeChurch, Murase & Doty,…”
Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm. (2004, background): “VP of Activity 1, interviewed for this study A core responsibility for organizational leaders is to direct followers towards achieving organizational purposes by articulating the organization’s mission, vision, strategy, and goals (Zaccaro & Klimoski, 2001).”