Leadership models, methods, and applications.

By Bruce J. Avolio, John J. Sosik, D. Jung, Yair Berson. 2003

185 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/e897f84e0deac7225bafaace7e60d22df430915c

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Citations in the corpus

Relationships Between Leadership and Followers’ Quitting Intentions and Job Search Behaviors (2010, background): “There has been a call for the integration of prominent perspectives of leader–follower relations (Avolio et al., 2003) and more research to support recent investigations of LMX quality as a mediator of workplace outcomes (Avolio et al.”
Authentic Leadership: Development and Validation of a Theory-Based Measure† (2008, background): “It is also important to recognize that the ALQ shares a number of measurement limitations that are inherent to measures of leadership in general (see Avolio et al., 2003), such as not accounting for contextual influences on leadership.”
Promoting more integrative strategies for leadership theory-building. (2007, background): “…leadership studies dating back to the early 20th century focused more on the leader than on the context of leadership in which it was observed (Ayman, 2003; Avolio, Sosik, Jung, & Berson, 2003; Day, 2000), there have been some important inquiries into what constitutes leadership throughout…”
Authoritarian leadership and employee silence in China (2017, background): “Although we are unable to test cross-cultural differences in this study, there are reasons to suspect that this may not be the case in a traditional Chinese context (see Avolio et al., 2003).”
Estimating return on leadership development investment (2010, background): “Along these lines, it has been estimated that only 10 to 20% of organizations investing in leadership development ever actually evaluate the effectiveness of a leadership development program on anything approximating performance outcomes (Avolio et al., 2003).”
Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “Second, because leadership is a group process (Avolio et al. 2003; Hollander 1964), it involves group outcomes (Kaiser et al.”
Longitudinal tests of an integrative model of leader development: Charting and understanding developmental trajectories☆ (2011, background): “Despite these investments and the longstanding interest in the topic of leadership development, it might be assumed that a great deal is known about this topic from a research or scientific perspective; however, that is not the case (Avolio et al., 2003), especially from a longitudinal perspective.”
A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies (2009, background): “Indeed, Bass (1985) signaled this shift in terms of a focus on leadership impact, entitling his book, “Leadership and Performance Beyond Expectations.” Bass argued that leadership defined as transformationalwould augment transactional forms of leadership in predicting performance, thus the choice of”