Multi-level nature of and multi-level approaches to leadership.

By Francis J. Yammarino, F. Dansereau. 2008

155 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/eb9c67a67e6bad882837f7926eb6eb17a398958e

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In Organizational Behavior and Human Resource Management

Citations in the corpus

A multilevel study of transformational leadership, identification, and follower outcomes ☆ (2012, background): “Leadership is inherently multilevel (Yammarino & Dansereau, 2008), so our understanding of effective leadership will be limited if we fail to integrate individual-level processes with group-level processes (Kozlowski & Bell, 2003).”
Linking Transformational Leadership and Team Performance: A Conflict Management Approach (2011, unknown): “For transformational leadership scores, whether leadership perceptions among members of a team could be aggregated has been a long-running debate ( Yammarino and Dansereau, 2008).”
Are the Best Leaders Both Transformational and Transactional? A Pattern-oriented Analysis (2009, background): “Both approaches share a concern with variable interactions, with the latter focusing specifically on how variables at different levels (e.g. individuals, dyads, groups) interact (Yammarino & Dansereau, 2008).”
Beware the angry leader: Trait anger and trait anxiety as predictors of petty tyranny ☆ (2013, methodology): “…hypothesis we apply an average leadership style approach, assuming that trait anger causes similar behaviors towards all subordinates in the team (Yammarino & Dansereau, 2008, p. 136), alternatively causing many teammembers to perceive petty tyranny even if they personally are not targeted (see…”
Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, background): “Calls for multi-level studies of leadership have also been advocated by Yammarino and Dansereau (2008), who suggest that researchers should account for how leaders influence, and are in turn influenced by, meso-level contextual factors.”
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, background): “This article adopts an average leadership view (e.g. Ferris, 1985; Yammarino and Dansereau, 2008) to investigate how and why authoritarian leadership is negatively related to team performance.”
Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice (2012, background): “…Studies, Binghamton University, State University of New York, Binghamton, NY 13902-6000 the role of higher levels of analysis, both formal (e.g., team) and informal (e.g., network), and involve more extensive interactions among multiple individuals (e.g., Yammarino & Dansereau, 2008, 2009).”
Authentic leadership and positive organizational behavior: A meso, multi-level perspective (2008, unknown): “…AL and POB using a multi-level perspective on leadership (see Dansereau & Yammarino, 2000, 2006; Dansereau et al., 1984; Dansereau, Yammarino, & Kohles, 1999; Dansereau et al., 1995a; Yammarino, 1995, 1996; Yammarino & Dansereau, 2008; Yammarino, Dionne, & Chun, 2002; Yammarino et al., 2005).”
Affective Commitment, Participative Leadership, and Employee Innovation: A Multilevel Investigation (2019, result): “…leadership will emerge as a team-level phenomenon – an assumption that has been supported by prior research (Arnold, Arad, Rhoades, & Drasgow, 2000; Yammarino & Dansereau, 2008) – and we examine whether and how the presence of a team-level participative leadership climate can condition the…”
Moderating role of subordinates' attitudes on transformational leadership and effectiveness: A multi-cultural and multi-level perspective. (2009, background): “…theories and levels of analysis, and ruling them out (along with ruling out mediation effects; see below), we are better able to understand the meso and multi-level phenomena of interest (see Hunt, 1991; Hunt & Ropo, 1998; Osborn & Hunt, 2007; Yammarino et al., 2005; Yammarino & Dansereau, 2008).”
The Mediating Effect of Ethical Climate on the Relationship Between Paternalistic Leadership and Team Identification: A Team-Level Analysis in the Chinese Context (2014, unknown): “According to Yammarino and Dansereau (2008), the nature of leadership is multi-level.”
Voice Flows to and around Leaders (2013, background): “Multilevel leadership theories seemingly acknowledge this state of affairs (e.g., Yammarino and Dansereau, 2008).”