Promoting more integrative strategies for leadership theory-building.

By Bruce J. Avolio. American Psychologist, 2007

818 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e243bb64a9554591fadccbd197fdc26edac58815

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. Bruce J. Avolio
2. S. Hannah
3. Fred Walumbwa
4. R. Lord
5. James Avey
6. P. D. Harms
7. O. Epitropaki
8. D. Day

In Social Psychology

1. Bruce J. Avolio
2. S. Hannah
3. Fred Walumbwa
4. R. Lord
5. P. D. Harms
6. Fred Luthans
7. James Avey
8. W. Gardner

Citations in the corpus

• Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance (2018, background): “…ethical, servant, and authentic leadership—have been shown to foster constructive work attitudes, enhance motivation, and improve performance (Avolio, 2007; Avolio and Gardner, 2005; Brown and Treviño, 2006; Hannah et al., 2009; Nelson and Cooper, 2007; Ou et al., 2018; Wang et al., in…”
• What makes leadership, leadership? Using self-expansion theory to integrate traditional and contemporary approaches (2013, background): “Not only does leadership research suffer from limited integration across leadership theories about leaders, but it also demonstrates a lack of integration across the two perspectives in leadership—that is, the perspectives of the leader and the follower (Avolio, 2007).”
• The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory (2011, background): “Notably absent from their classification scheme was the context in which leaders, followers, and their relationship are embedded (Avolio, 2007).”
• Empathy in Leadership: Appropriate or Misplaced? An Empirical Study on a Topic that is Asking for Attention (2011, result): “Avolio (2007) points out that contingency theories emerged when conflicting results were noted from examining the link between the traditional leadership traits and performance. In his historical overview, Avolio (2007) lists some of the established contingency models of leadership, such as ‘‘Fiedle”
• Leadership development: The current state and future expectations. (2008, background): “Boyatzis (2008) discusses an MBA program designed to develop individual leader competencies through assessment, feedback, and traditional training methods.”
• Leadership: current theories, research, and future directions. (2009, background): “…quantitative review of the leadership intervention (i.e., studies where a researcher overtly manipulated leadership to examine its impact on some specific intermediate process variables or outcomes) literature was undertaken (see Avolio & Lu- thans 2006, Avolio et al. 2009, Reichard & Avolio 2005).”
• Leadership and followership identity processes: A multilevel review ☆ (2017, background): “A dynamic interplay among leader identities, follower identities, and social-structural contextual characteristics is likely to take place in such transition stages (Avolio, 2007; Lord, Brown, Harvey, & Hall, 2001) and individuals may experience uncertainty regarding their leadership ability.”
• A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership (2015, background): “By incorporating goal blockage and psychological resources in their proposal, Krasikova et al. (2013) answer recent calls to enhance leadership theory by integrating contextual and dispositional factors (see Avolio, 2007; Zaccaro, 2012).”
• Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration (2017, background): “Leadership scholars have complained about a lack of coherence in the leadership literature (Avolio, 2007; DeRue et al., 2011; Tuncdogan, Acar, & Stam, 2017).”
• Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, neutral): “Leadership scholars have long bemoaned the lack of integration in the field, and calls for integration have been growing recently (Avolio 2007; DeRue et al. 2011; Piccolo et al. 2012).”
• Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination (2020, background): “Consistent with calls for a stronger integration of existing leadership concepts (e.g. Avolio, 2007), we examine leadership behaviours across leadership taxonomies to compare their relative validity and to determine which behaviour is most strongly associated with leader well-being.”
• Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “Feature 1: A Social or Group Process As Avolio (2007) noted, ‘‘[Understanding leadership phenomena] requires an examination that considers the relevant actors, context (immediate, direct, indirect), time, history, and how all of these interact with each other to create what is eventually labeled…”
• The Application of Coach Leadership Models to Coaching Practice: Current State and Future Directions (2010, background): “The integration of major leadership theories has served to highlight leadership not as an individual characteristic, but as dyadic, relational, strategic, and a complex social dynamic [3-4].”
• Understanding the experience of high school sport captains. (2011, background): “The most current leadership theories contend that leadership is a function of both leader characteristics and situational factors (Avolio, 2007; Hackman & Wageman, 2007).”