Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions

By R. Lord, Douglas J. Brown, Jennifer L. Harvey, Rosalie J. Hall. 2001

479 citations recorded by the source corpus.

Subfields: Artificial Intelligence, General Decision Sciences, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f308a81a394ec1c30b1386a9c6655038315edb9f

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Citations in the corpus

The forgotten follower: a contingency model of leadership and follower self‐leadership (2006, background): “The follower as a contingency element Most managers believe there is no single leadership trait or style that universally applies to all situations (Lord et al., 2001).”
Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. (2003, background): “…factors that could theoretically affect the factor structure of the MLQ: environmental risk, leader hierarchical level, and leader– follower gender (cf. Antonakis & Atwater, 2002; Bass, 1998; Brown & Lord, 2001; Lord et al., 2001; Lowe et al., 1996; Waldman & Yammarino, 1999; Zaccaro, 2001).”
Gender and Leadership (2017, background): “In other words, context constrains which behaviors are considered prototypical [78, 79].”
The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement (2009, background): “Research taking a connectionist approach to implicit theories (Lord, Brown, Harvey, & Hall, 2001 ) suggests that no single implicit theory applies to all situations, but that the influence of contextual factors such as task or group characteristics, organizational routines, or even just the content”
Does Entrepreneurial Leadership Foster Creativity Among Employees and Teams? The Mediating Role of Creative Efficacy Beliefs (2019, background): “Moreover, since team members are all consistently supervised by the same entrepreneurial leader, a collective view of their joint efficacy to generate creative outcomes emerges (Lord et al. 2001).”
Pathways to informal leadership: The moderating role of gender on the relationship of individual differences and team member network centrality to informal leadership emergence (2004, background): “As Lord et al. (2001) point out, individual differences combine with contextual constraints to influence leadership prototype generation.”