Ten years of The leadership quarterly

By Kevin B. Lowe, W. Gardner. 2000

457 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e7f2bb5fb99e1aed0207d5d25ec6658bf3dfa505

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Charisma as signal: An evolutionary perspective on charismatic leadership (2017, background): “…the degree to which leaders interact with the needs and goals of followers and organizations (e.g. Avolio & Gardner, 2005) and (4) outcomes: linking leader charisma to measures of success such as increased team productivity or job satisfaction (e.g. Lowe & Gardner, 2001; Pillai et al., 2003).”
Personality, transformational leadership, trust, and the 2000 U.S. presidential vote (2003, background): “The impact of this shift has rejuvenated the study of leadership (Hunt, 1999) and made theories of charismatic, visionary, and transformational leadership the most studied area of leadership over the last decade (Lowe & Gardner, 2000).”
Leadership and individual differences: At the cusp of a renaissance (2012, background): “The last decade of the 20 th century showed a strong interest in trait models of leadership, at least judging by what has been published in The Leadership Quarterly (Lowe & Gardner, 2000).”
Transformational Leaders and Work Performance: The Mediating Roles of Identification and Self-efficacy (2013, background): “…it contributes to knowledge regarding how transformational leaders encourage follower performance by looking at psychosocial processes that have implications for work behaviors, an initiative that has long been asked for in the literature (Antonakis, 2012; Kark et al., 2003; Lowe & Gardner, 2000).”
Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement (2009, background): “…follower work engagement Over the past two decades, a considerable amount of empirical research has been completed examining the relationship between transformational leadership and a broad range of performance outcomes (Bass, 1997; Judge & Piccolo, 2004; Lowe & Gardner, 2000; Sosik, 2006).”
Qualitative research on leadership: A critical but appreciative review (2004, background): “Reviewing 10 years of publications in The Leadership Quarterly, Lowe and Gardner (2000) found that 64% of studies employed a questionnairebased method of collecting data.”
Charisma: An Ill-Defined and Ill-Measured Gift (2016, background): “Making matters even muddier is that entire research programs, which have dominated the field for decades (Gardner et al 2010, Lowe & Gardner 2000), have been developed around questionnaires, where the measures per se are used to define the theory.”
Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer (2009, background): “Notably, contextual issues are not new to those interested in transformational leadership (Antonakis et al., 2003; Lowe & Gardner, 2000; Pawar & Eastman, 1997; Shamir & Howell, 1999; Waldman & Yammarino, 1999).”
How leaders' emotional displays shape followers' organizational citizenship behavior (2015, background): “This is why Gardner, Lowe, Moss, Mahoney, and Cogliser (2010); see also Lowe & Gardner (2000) encourage the use of experimental designs in this particular field of research.”