TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META-ANALYTIC TEST OF THEIR RELATIVE VALIDITY

By D. S. Derue, J. Nahrgang, Ned Wellman, Stephen E. Humphrey. 2011

1,378 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/fe88c8ef75a9947bb1043b5dc4167b3870a57ef7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. John Antonakis
2. D. van Knippenberg
3. Michael S. Cole
4. Arnold B. Bakker
5. Wilmar B. Schaufeli
6. H. Zacher
7. Fred Walumbwa
8. Bruce J. Avolio

In Social Psychology

1. D. van Knippenberg
2. H. Zacher
3. Bruce J. Avolio
4. John Antonakis
5. Michael S. Cole
6. Arnold B. Bakker
7. Fred Walumbwa
8. R. Lord

Citations in the corpus

• Antecedents of Abusive Supervision: a Meta-analytic Review (2015, neutral): “Therefore, when a supervisor adopts a certain type of leadership, s/he will behave in line with his/her leadership style (DeRue et al. 2011).”
• Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice (2018, neutral): “They included initiating structure, contingent reward, and management by exception-active (DeRue et al., 2011).”
• How leader role identity influences the process of leader emergence: A social network analysis (2018, background): “, considering needs of others) that leaders come to be perceived as effective (DeRue et al., 2011).”
• Instrumental leadership: Measurement and extension of transformational–transactional leadership theory (2014, background): “Similarly, Derue et al. (2011) estimated a corrected correlation of .71 between consideration and transformational leadership.”
• Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, neutral): “Empirical studies show that initiating structure and consideration are related to leadership effectiveness, team performance and satisfaction with the leader (DeRue et al. 2011; Piccolo et al. 2012).”
• 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, background): “Whereas previous research has outlined the importance of change-oriented behaviors for formal leadership (DeRue et al., 2011; Yukl et al., 2002) and group processes (Ilgen et al.”