Rethinking Implicit Leadership Theories: Tomorrow's Leaders are Collective, Generative, and Adaptive

2020 ◽  
Vol 14 (3) ◽  
pp. 24-32
Author(s):  
Josh Wilson ◽  
Malcolm North ◽  
Duston Morris ◽  
Rhonda McClellan
Keyword(s):  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories

Culture specific and cross-culturally generalizable implicit leadership theories

1999 ◽  
Vol 10 (2) ◽  
pp. 219-256 ◽  
Author(s):  
Deanne N Den Hartog ◽  
Robert J House ◽  
Paul J Hanges ◽  
S.Antonio Ruiz-Quintanilla ◽  
Peter W Dorfman ◽  
...  
Keyword(s):  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories

Personal and Situational Antecedents of Workers’ Implicit Leadership Theories: A Within-Person, Between-Jobs Design

2018 ◽  
Vol 26 (2) ◽  
pp. 204-216 ◽  
Author(s):  
Winny Shen
Keyword(s):  
Organizational Culture ◽  
Situational Factor ◽  
Future Research ◽  
Personal Factor ◽  
Limited Evidence ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
The Relationship ◽  
Job Context

Despite a flourishing literature demonstrating the consequences of implicit leadership theories (ILTs) for workplace phenomena, relatively little is known about the antecedents of ILTs, particularly those that are malleable or can be changed to shape ILTs. In two studies of dual-job holders, which allows for the modeling of between- and within-person predictors, I examined the extent to which workers’ ILTs were stable versus dynamic across work contexts. In line with connectionist perspectives, trait identities, a personal factor, promoted stability in ILTs across situations in both studies, whereas there was some limited evidence that organizational culture, a situational factor, only predicted ILTs within a given job context. Furthermore, the relationship between independent identity and ILTs differed when examining workers’ typical versus ideal leadership conceptualizations. Implications for future research on ILTs are also discussed.

The conquest of gender prejudices over sales negotiations: which will prevail?

2021 ◽  
pp. 1-11
Author(s):  
Ela Unler ◽  
Didem Yildiz
Keyword(s):  
Gender Stereotypes ◽  
Cultural Background ◽  
Subject Area ◽  
Sales Manager ◽  
Implicit Beliefs ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Subjective Beliefs ◽  
Doing Business

Study level/applicability Students from undergraduate and graduate levels. Subject area Leadership, implicit leadership theories, decision-making, gender stereotypes and discrimination. Case overview Defne was working as a sales manager in Diel Turkey, an international technology company. Diel focuses on software, hardware, network and business consultancy services. Defne had worked as a computer engineer before starting to work in the sales department. In her leadership, she gave importance to long-term relationships and justice. Defne had two meetings this week. The first one was with T&X, a big scale fast moving consumer goods company; and the other one was with Q-Coding, a medium-scale technology company. Defne had negotiated with T&X two years ago, and the project got canceled. Defne worked on T&X new contract very cautiously, as this time she wanted to finish the project and make the deal. Defne had to deal with prejudices during the T&X meeting. Implicit beliefs are grounded in the cultural background of the country, which determines the perceptual framework for the society. Male-dominated countries have implicit beliefs that women’s priorities should be their families, thus being successful at work is not expected. Defne faced male-oriented stereotypes, which challenged her in doing business. Even though she was a successful manager, these subjective beliefs made her perform poorly. During the meeting with Q-Coding, Defne discussed the prejudice for women leaders with a women entrepreneur Suzan. Expected learning outcomes This case is trying to achieve two main objectives: first, to make all students be aware of implicit leadership theories and beliefs, which are rooted in the countries’ cultural background; second, to make female students be aware of these dysfunctional coping behaviors and increase their self-efficacy without thinking about their gender roles. Subject code CSS 7: Management science

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