Leadership Competencies: Time to Change the Tune?

By R. Bolden, J. Gosling. 2006

392 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e0298941cea7158d86989ce71b3877d8afeb746e

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. A. Tymon
2. Tina Kiefer
3. Martin Mulder
4. Herman Baert
5. Thomas Lans
6. W. Hulsink
7. L. Levy
8. B. Schyns

In Social Psychology

1. Thomas Lans
2. Herman Baert
3. A. Tymon
4. Tina Kiefer
5. Martin Mulder
6. L. Levy
7. B. Schyns
8. A. Hirschi

In Strategy and Management

1. Tina Kiefer
2. Martin Mulder
3. Herman Baert
4. Thomas Lans
5. W. Hulsink
6. B. Schyns

Citations in the corpus

• Alternative Approaches for Studying Shared and Distributed Leadership (2011, neutral): “Social and psychological constructs such as particular leadership styles and behaviours can be operationalized as discrete variables which can be identified within individuals, measured and generalized in an unproblematic way to larger populations (Bolden and Gosling 2006).”
• Teaching implicit leadership theories to develop leaders and leadership : how and why it can make a difference (2011, background): “Bolden and Gosling (2006) stress that this is an important part of leadership, arguing that leadership has to move from individualistic to collective forms.”
• Entrepreneurship Education And Training In A Small Business Context: Insights From The Competence-Based Approach (2008, background): “…two perspectives have probably been most influential, namely the behavioural approach to competence (worker oriented) and the functional approach to competence (work oriented) (Eraut, 1994; Sandberg, 2000; Cheetham and Chivers, 1996; Delamare Le Deist and Winterton, 2005; Bolden and Gosling, 2006).”
• Leadership as Practice: Challenging the Competency Paradigm (2008, background): “On the surface of it, those would appear so normative as to not be particularly worthy of comment, but the competency approach has surprisingly little empirical robustness behind it (Bolden & Gosling, 2006: 152).”