Leadership over-emergence in self-managing teams: The role of gender and countervailing biases.
By Klodiana Lanaj, J. Hollenbeck. 2014
189 citations recorded by the source corpus.
Subfields: Gender Studies, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/f737983b61c64d6752a426f18e39fa2a0e262005
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Gender Studies
- K. Badura
- N. Lehmann‐Willenbrock
- Daniel A. Newman
- Francis J. Flynn
- S. Voelpel ‡
- Fabiola H. Gerpott
- Gahyun Jeon
- M. van Vugt
In Organizational Behavior and Human Resource Management
- S. Voelpel ‡
- K. Badura
- N. Lehmann‐Willenbrock
- Daniel A. Newman
- Francis J. Flynn
- Fabiola H. Gerpott
- Troy A. Smith
- M. van Vugt
Citations in the corpus
- Self-reliance: A Gender Perspective on its Relationship to Communality and Leadership Evaluations (2017, background): “For example, exhibiting task-oriented leadership behaviors (e.g., planning a team’s tasks) predicts emergent leadership for women more than for men (Lanaj & Hollenbeck, 2015).”
- It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, methodology): “…predicting emergent leadership when they are considered in combination with task-oriented behaviors, because it is the task success that matters for teams and therefore drives emergent leadership ascriptions (e.g., Bales, 1950; Bales & Slater, 1955; Lanaj & Hollenbeck, 2015; Taggar et al., 1999).”
- The Emergence of Emergent Leadership: A Comprehensive Framework and Directions for Future Research (2021, background): “Since inception (Mann, 1959; Stogdill, 1948), lateral influence, or being perceived as leaderlike by others, has been one of the foundational characteristics of emergent leadership (Kent & Moss, 1990, 1994; Lanaj & Hollenbeck, 2015).”
- Gender and leadership emergence: A meta‐analysis and explanatory model (2018, background): “…Eagly and Karau (1991) found that men emerged as leaders more often than did women, yet evidence suggests that this gender gap in leader emergence is not due to gender differences in leader effectiveness (Lanaj & Hollenbeck, 2015; Paustian-Underdahl, Walker, & Woehr, Personnel Psychology.”