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Articoli di riviste sul tema "Leadership theory"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 25 luglio 2025

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1

Raelin, Joseph A., Stephen Kempster, Howard Youngs, Brigid Carroll, and Brad Jackson. "Practicing leadership-as-practice in content and manner." Leadership 14, no. 3 (2018): 371–83. http://dx.doi.org/10.1177/1742715017752422.

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A collective and collaborative response to an article appearing in Leadership’s “Leading Questions” department is prepared by a team subscribing to the leadership-as-practice approach. The focus is to represent the manner in which leadership-as-practice operates as a leadership theory and in its communal practice orientation. Among the themes addressed are leadership-as-practice’s theory development, its contribution in comparison to critical leadership theory, its approach to power, and its practicality. Emerging issues in leadership-as-practice theory and application are also reviewed.

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2

Goodson, Jane R., Gail W. McGee, and James F. Cashman. "Situational Leadership Theory." Group & Organization Studies 14, no. 4 (1989): 446–61. http://dx.doi.org/10.1177/105960118901400406.

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3

Norris, William R., and Robert P. Vecchio. "Situational Leadership Theory." Group & Organization Management 17, no. 3 (1992): 331–42. http://dx.doi.org/10.1177/1059601192173010.

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4

Pearce, Craig L., Jay A. Conger, and Edwin A. Locke. "Shared leadership theory." Leadership Quarterly 18, no. 3 (2007): 281–88. http://dx.doi.org/10.1016/j.leaqua.2007.03.009.

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5

Pearce, Craig L., Jay A. Conger, and Edwin A. Locke. "Shared leadership theory." Leadership Quarterly 19, no. 5 (2008): 622–28. http://dx.doi.org/10.1016/j.leaqua.2008.07.005.

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6

Kenney, Matthew T. "Evolutionary leadership theory." Journal of Leadership Studies 6, no. 1 (2012): 85–89. http://dx.doi.org/10.1002/jls.21233.

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7

Nanjundeswaraswamy, T. S., P. Nagesh, Sindu Bharath, and K. M. Vignesh. "Leadership theories and styles—A systematic literature review and the narrative synthesis." Human Resources Management and Services 6, no. 3 (2024): 3477. http://dx.doi.org/10.18282/hrms.v6i3.3477.

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This paper explores diverse conceptualizations of leadership, emphasizing its profound impact on individuals and organizations. Leadership’s influence on followers’ daily lives, necessitating adaptation to modern complexities. Various theories offer distinct perspectives: distributed leadership emphasizes shared expertise. While charismatic leadership focuses on vision alignment. Authentic leadership promotes ethical climates, while Emotional Intelligence theory emphasizes emotional competencies. Ethical leadership underscores moral conduct. Five Domains Leadership highlights talent management

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8

Horowitz, Shale, and Min Ye. "Leadership preferences and ethnic bargaining: theory and illustrations." Indian Growth and Development Review 13, no. 2 (2019): 353–89. http://dx.doi.org/10.1108/igdr-07-2019-0070.

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Purpose In explaining ethno-territorial conflicts, leadership preferences have an odd status. In case studies, leadership preferences are often viewed as highly significant causes but are not usually defined and measured explicitly. In large-sample statistical studies, leadership preferences are only captured by weakly related proxy variables. This paper aims to fill this gap by developing suitable theory, which can be used consistently in both case study and statistical applications. Design/methodology/approach Formal bargaining models are used to examine the expected impact of variation in l

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9

Lakshman, C. "A theory of leadership for quality: Lessons from TQM for leadership theory1." Total Quality Management & Business Excellence 17, no. 1 (2006): 41–60. http://dx.doi.org/10.1080/14783360500249729.

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10

Sathi Akter, Md Ramjan Ali, Md. Mokit-Ul Hafiz, and S M Al Imran. "Transformational Leadership For Inclusive Business And Their Social Impact On Bottom Of The Pyramid (Bop) Populations." Journal Of Creative Writing (ISSN-2410-6259) 8, no. 3 (2024): 107–25. https://doi.org/10.70771/jocw.134.

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The goal of the present study is to probe into the essential role of transformational leadership and diversity in culture for the successful implementation of business models aiming at the Bottom of the Pyramid (BoP).Inclusive businesses seek to alleviate poverty. This is done by integrating people from BOP backgrounds as consumers, suppliers, or distributors of companies producing goods; it cares for economic empowerment and social fairness. This research uses transformational leadership theory and cultural dimensions theory for its analysis. Leadership practices are measured, as well the imp

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11

안경승. "Personality Theory and Leadership." Journal of Counseling and Gospel 8, no. ll (2007): 227–52. http://dx.doi.org/10.17841/jocag.2007.8..227.

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12

윤무학. "Xun Zi’s leadership theory." Journal of Eastern Philosophy ll, no. 69 (2012): 41–68. http://dx.doi.org/10.17299/tsep..69.201202.41.

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13

Blackwell, Cindy. "Leadership Theory and Education." Journal of Leadership Education 8, no. 1 (2009): 238–43. http://dx.doi.org/10.12806/v8/i1/c4.

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14

Waller, David J., Steven R. Smith, and John T. Warnock. "Situational theory of leadership." American Journal of Health-System Pharmacy 46, no. 11 (1989): 2336–41. http://dx.doi.org/10.1093/ajhp/46.11.2336.

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15

Ling, Wenquan, Rosina C. Chia, and Liluo Fang. "Chinese Implicit Leadership Theory." Journal of Social Psychology 140, no. 6 (2000): 729–39. http://dx.doi.org/10.1080/00224540009600513.

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16

Rajan, N. S. "Leadership Theory: in Evolution." NHRD Network Journal 2, no. 5 (2009): 24–32. http://dx.doi.org/10.1177/0974173920090506.

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17

Allen, Bryce. "Leadership: Theory and practice." Journal of Academic Librarianship 24, no. 2 (1998): 177. http://dx.doi.org/10.1016/s0099-1333(98)90189-6.

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18

Irby, Beverly J., Genevieve Brown, Jo Ann Duffy, and Diane Trautman. "The synergistic leadership theory." Journal of Educational Administration 40, no. 4 (2002): 304–22. http://dx.doi.org/10.1108/09578230210433409.

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19

Ghaffari, Masoud. "Infinity Theory of Leadership." International Journal of Knowledge, Culture, and Change Management: Annual Review 8, no. 8 (2008): 129–42. http://dx.doi.org/10.18848/1447-9524/cgp/v08i08/50654.

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20

Bresnahan, Christopher G., and Ian I. Mitroff. "Leadership and attachment theory." American Psychologist 62, no. 6 (2007): 607–8. http://dx.doi.org/10.1037/0003-066x62.6.607.

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21

King, Albert S. "Evolution of Leadership Theory." Vikalpa: The Journal for Decision Makers 15, no. 2 (1990): 43–56. http://dx.doi.org/10.1177/0256090919900205.

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Abstract (sommario):

In recent times, the phenomenon of leadership has assumed considerable significance. The key question “What makes an effective leader?” continues to daunt researchers. In this article, Albert S King uses a developmental perspective to create an evolutionary tree of leadership theory. He identifies nine evolutionary eras with researchers in each era focusing on a specific theme of leadership. He also discusses the requirements of the Tenth Era — the Integrative Era — which hopefully will bring together different approaches in developing a sustainable theory of leadership.

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22

Yuqing Liu. "Leadership Theory into Practice." Frontiers in Interdisciplinary Educational Methodology 2, no. 2 (2025): 65–73. https://doi.org/10.71465/wnjvtc65.

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This paper explores the application of leadership theories—namely, distributed leadership, transactional leadership, transformational leadership, and participative leadership—by critically comparing theoretical perspectives and examining their practical implementation in educational settings. The first section contrasts Parker’s case-based study of distributed leadership in British primary schools with an AI-generated article that offers a broad theoretical overview. While the AI-authored article demonstrates clarity and breadth, it lacks empirical depth. The second section reflects on the aut

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23

Mawardi, Mawardi, Yudin Citriadin, and Sitti Fatimah Azzahra. "Leadership Theory in Organizations." Unram Journal of Community Service 6, no. 1 (2025): 34–38. https://doi.org/10.29303/ujcs.v6i1.812.

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This article provides some important explanations for the various definitions and theories of leadership. This research uses the library method. In this way, the authors collect data and documentation from different sources related to the topics discussed in this article. The purpose of this article is to systematically and realistically explain the facts, characteristics, and relationships between the phenomena studied. This study uses a content analysis research approach, also known as meta-analysis, specifically an analytical method that combines several types of previous research. Leadersh

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24

Wang, Jue, Hae-Ryong Kim, and Byung-Jik Kim. "From Ethical Leadership to Team Creativity: The Mediating Role of Shared Leadership and the Moderating Effect of Leader–Member Exchange Differentiation." Sustainability 13, no. 20 (2021): 11280. http://dx.doi.org/10.3390/su132011280.

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Alongside ethical leadership’s effectiveness on team creativity, the superiority of shared leadership has been emphasized in the literature. Based on role theory, social information processing theory, and allocation preferences theory, this study suggests that shared leadership functions as a critical intermediating mechanism to explain the influence of ethical leadership on team-level creativity. Moreover, the dispersion value of leader–member exchange (LMXD) moderates the influence of ethical leadership on shared leadership. To empirically test our hypotheses, this paper used multisource sam

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25

Penlington, Clare, and Kristi Holmstrom. "Practitioner leadership: a missing link in leadership theory." International Journal of Leadership in Public Services 9, no. 1/2 (2013): 32–46. http://dx.doi.org/10.1108/ijlps-04-2013-0008.

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26

Galli, Brian J. "A Shared Leadership Approach to Transformational Leadership Theory." International Journal of Strategic Decision Sciences 7, no. 3 (2016): 1–37. http://dx.doi.org/10.4018/ijsds.2016070101.

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The main objective of this paper is to identify the research philosophy as well as research methodologies that are most appropriate for the research fields identified above; this paper will highlight the research methodologies that are most applicable to this research effort by reviewing the research methodologies utilized in research performed by other researchers, in similar fields of research to those identified above. This paper acts as a guide in order to outline the research philosophies, research canons, ethical considerations, research methodologies/designs, data collection and analysi

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27

Meuser, Jeremy D., William L. Gardner, Jessica E. Dinh, Jinyu Hu, Robert C. Liden, and Robert G. Lord. "A Network Analysis of Leadership Theory." Journal of Management 42, no. 5 (2016): 1374–403. http://dx.doi.org/10.1177/0149206316647099.

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We investigated the status of leadership theory integration by reviewing 14 years of published research (2000 through 2013) in 10 top journals (864 articles). The authors of these articles examined 49 leadership approaches/theories, and in 293 articles, 3 or more of these leadership approaches were included in their investigations. Focusing on these articles that reflected relatively extensive integration, we applied an inductive approach and used graphic network analysis as a guide for drawing conclusions about the status of leadership theory integration. All 293 articles included in the anal

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28

Popper, Micha, and Raanan Lipshitz. "Putting Leadership Theory to Work: A Conceptual Framework for Theory‐based Leadership Development." Leadership & Organization Development Journal 14, no. 7 (1993): 23–27. http://dx.doi.org/10.1108/01437739310047001.

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29

Oniemola, Mandela, and Professor Olalekan Asikhia. "Leadership." International Journal of Research and Innovation in Social Science 06, no. 08 (2022): 462–67. http://dx.doi.org/10.47772/ijriss.2022.6819.

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This article examines and evaluates major leadership theories, as well as summarizes findings from empirical leadership research. Major topics and controversies include leadership versus management, leader traits and skills, leader behaviour and activities, leader power and influence, situational determinants of leader behaviour, transformational leadership, the importance of leadership for organizational effectiveness, and leadership as an attributional process. This article attempts to provide some clarity on the major topics mentioned above. Over time there have been several writings about

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30

Mallillin, Leovigildo Lito D. "Adaptive Theory Approach In Leadership." International Journal of Asian Education 3, no. 4 (2022): 225–42. http://dx.doi.org/10.46966/ijae.v3i4.282.

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The study aims to examine the process of adaptive theory in leadership as a guide to educational management mechanisms in terms of qualities and characteristics of leadership, challenges of leadership, strengthening accountability in leadership, the problem-solving process in leadership, and the decision-making process in leadership. The study employs a quantitative research design. It adopts the immersive pedagogical method in education and leadership mechanisms that constitutes challenges in the educational leadership theory and mechanism. The study employs a convenient sampling technique. T

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31

Hargreaves, Andy, and Dean Fink. "Taking Sustainability from Theory to Practice." Swiss Journal of Educational Research 28, S (2006): 25–36. http://dx.doi.org/10.24452/sjer.28.s.4755.

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Sustainable leadership and improvement are more than matters of mere endurance, of making things last. We define sustainable leadership, in line with the environmental field, in the following way: Sustainable leadership matters, spreads and lasts. It is a shared responsibility, that does not unduly deplete human or financial resources, and that cares for and avoids exerting negative damage on the surrounding educational and community environment. Sustainable leadership has an activist engagement with the forces that affect it, and builds an educational environment of organizational diversity t

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32

Zorn, Theodore E., and Gregory B. Leichty. "Leadership and identity: A reinterpretation of situational leadership theory." Southern Communication Journal 57, no. 1 (1991): 11–24. http://dx.doi.org/10.1080/10417949109372847.

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33

Bendell, Jem, Neil Sutherland, and Richard Little. "Beyond unsustainable leadership: critical social theory for sustainable leadership." Sustainability Accounting, Management and Policy Journal 8, no. 4 (2017): 418–44. http://dx.doi.org/10.1108/sampj-08-2016-0048.

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Purpose The purpose of this paper is to prepare the conceptual groundwork for the future study of leadership for sustainable development. The paper demonstrates the relevance of Critical Leadership Studies to future research on sustainable development policies and practices. A critical approach is also applied to concepts of sustainable development, with three paradigms of thought described. Design/methodology/approach The approach taken is an extensive literature review in fields of leadership and sustainable development, with a focus on some of the broad assumptions and assertions in those l

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34

Rottmann, Cindy, Robin Sacks, and Douglas Reeve. "Engineering leadership: grounding leadership theory in engineer's professional identities." IEEE Engineering Management Review 44, no. 2 (2016): 91–109. http://dx.doi.org/10.1109/emr.2016.7502389.

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35

Rottmann, Cindy, Robin Sacks, and Douglas Reeve. "Engineering leadership: Grounding leadership theory in engineers’ professional identities." Leadership 11, no. 3 (2014): 351–73. http://dx.doi.org/10.1177/1742715014543581.

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36

Olugboyega, Oluseye, Obuks Ejohwomu, Emmanuel Dele Omopariola, and Alohan Omoregie. "Leadership Energy Theory for Sustaining Leadership Competence and Effectiveness." Merits 4, no. 2 (2024): 191–210. http://dx.doi.org/10.3390/merits4020014.

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Leaders who lack leadership energy may struggle to demonstrate sustained competence and achieve effectiveness in difficult leadership situations. This research investigates the sources of leadership energy and examines the impact of leadership energy on the development and sustainability of leadership effectiveness and competence. This study employed a hypothetico-deductive research design, wherein the formulated hypotheses were tested through structural equation modelling (SEM). Data were collected using a questionnaire survey. A total of 272 responses were received from leaders of various in

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37

Watt, Willis M. "Facilitative Social Change Leadership Theory." Journal of Leadership Education 8, no. 2 (2009): 50–71. http://dx.doi.org/10.12806/v8/i2/tf1.

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38

Decker, Phillip J. "Social Learning Theory and Leadership." Journal of Management Development 5, no. 3 (1986): 46–58. http://dx.doi.org/10.1108/eb051615.

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39

Dwibedi, Lalan. "Leadership: Theory, Principle and Style." Academic Voices: A Multidisciplinary Journal 6 (June 4, 2018): 11–20. http://dx.doi.org/10.3126/av.v6i0.20102.

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This art icle explains recent theoret ical development s n the study of organizat ional leadership. It begins with a concise overview of the meaning and concept of leadership in terms of research, theory, and pract ice. This article suggests that success is certain if the application of the leadership styles, principles and methods is properly and fully applied in management because quality of leadership tradition offers great opportunity to further educational leadership and management policies and pract ices by accept ing and utilizing the basic principles and styles of leadership.Academic V

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40

Guastello, Stephen J. "Evolutionary game theory and leadership." American Psychologist 64, no. 1 (2009): 53–54. http://dx.doi.org/10.1037/a0013671.

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41

Van Seters, David A., and Richard H. G. Field. "The Evolution of Leadership Theory." Journal of Organizational Change Management 3, no. 3 (1990): 29–45. http://dx.doi.org/10.1108/09534819010142139.

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42

Duignan, Patrick A., and Reginald J. S. Macpherson. "Educative Leadership: A Practical Theory." Educational Administration Quarterly 29, no. 1 (1993): 8–33. http://dx.doi.org/10.1177/0013161x93029001003.

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43

Brazer, S. David, Sharon D. Kruse, and Sharon Conley. "Organizational Theory and Leadership Navigation." Journal of Research on Leadership Education 9, no. 3 (2014): 254–72. http://dx.doi.org/10.1177/1942775114532640.

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44

Porter, Su. "Outdoor leadership: theory and practice." Journal of Adventure Education & Outdoor Learning 8, no. 2 (2008): 157–58. http://dx.doi.org/10.1080/14729670802214594.

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45

G Cook, William, and James Wells. "A General Theory of Leadership." Muma Business Review 8 (2024): 111–24. https://doi.org/10.28945/5359.

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Luis R. Visot is an American educational administrator and former Army commander who served as a Major General and Chief of Staff of the United States Army Reserve. During a three-interview series Visot reflects on his life, his most significant leadership roles, and the meaning he attaches to each. The interviews and subsequent analysis reveal how Visot’s values, especially those imbued by his parents early in life, directly influence his leadership style and personal priorities. The application of thematic analysis demonstrates the linkage between values, beliefs, behaviors, and reflections,

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46

Widgery, Robin N., and Stewart L. Tubbs. "Leadership and Attitude Change Theory." Journal of Leadership Studies 4, no. 2 (1997): 3–17. http://dx.doi.org/10.1177/107179199700400202.

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47

Amirianzadeh, Mozhgan. "Hexagon theory- student leadership development." Procedia - Social and Behavioral Sciences 31 (2012): 333–39. http://dx.doi.org/10.1016/j.sbspro.2011.12.063.

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48

Galbraith, Peter. "Organisational leadership and chaos theory." Journal of Educational Administration 42, no. 1 (2004): 9–28. http://dx.doi.org/10.1108/09578230410517440.

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49

Case, Peter, Robert French, and Peter Simpson. "Fromtheoriato theory: Leadership without contemplation." Organization 19, no. 3 (2012): 345–61. http://dx.doi.org/10.1177/1350508412437072.

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Zulaihah, Ifatun. "CONTINGENCY LEADERSHIP THEORY / PENDEKATAN SITUASIONAL." AL-TANZIM : JURNAL MANAJEMEN PENDIDIKAN ISLAM 1, no. 1 (2017): 76–87. http://dx.doi.org/10.33650/al-tanzim.v1i1.29.

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Abstract (sommario):

Paper ini mencoba menelaah konsep kepemimpinan situasional yang dipelopori diantaranya oleh Hersey and Blanchard, kemudian berkembang lagi teori Fiedler serta teori Path Goal. Dari teori tersebut masing-masing menganalisis bahwa kepemimpinan tidak hanya terbentuk oleh kepribadian dari pemimpin itu saja, namun kepemimpinan terbentuk dari lingkungan serta faktor-faktor yang mempengaruhi keberhasilan dari situasi sebuah organisasi agar mencapai tujuan yang dimaksud. Secara singkatnya teori tersebut menggunakan analisis kuantitatif dalam proses mempengaruhi bawahan-bawahannya dengan menggunakan va

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