Does thinking of myself as leader make me want to lead? The role of congruence in self-theories and implicit leadership theories in motivation to lead

2020 ◽  
Vol 122 ◽  
pp. 103477
Author(s):  
Birgit Schyns ◽  
Tina Kiefer ◽  
Roseanne J. Foti
Keyword(s):  
Motivation To Lead ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories

scholarly journals Leiderschap in organisaties: tot besluit

2005 ◽  
Vol 18 (4) ◽  
Author(s):  
Claartje Vinkenburg ◽  
Paul L. Koopman ◽  
Deanne N. Den Hartog
Keyword(s):  
Research Methods ◽  
Charismatic Leadership ◽  
Future Research ◽  
Participative Leadership ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Ongoing Research ◽  
Implicit Leadership Theories ◽  
Perceptions Of Leadership

Leadership in organizations: final remarks Leadership in organizations: final remarks Claartje Vinkenburg, Paul L. Koopman & Deanne N. Den Hartog, Gedrag & Organisatie, Volume 18, August 2005, pp. 228-233 In the last two volumes of the journal Gedrag & Organisatie a series of seven articles on 'Leadership in organizations' has been published, presenting recent and ongoing research in the Netherlands. The contributions varied in terms of content and research methods applied. The focus of attention was on transformational or charismatic leadership and on participative leadership. In addition, other issues seem to emerge such as implicit leadership theories, perceptions of leadership, and the role of emotion in leadership. The guest editors plead for more diversity in research methods in future research in this field.

Despite Leaders’ Good Intentions?

2012 ◽  
Vol 220 (4) ◽  
pp. 241-250 ◽  
Author(s):  
Claudia Peus ◽  
Susanne Braun ◽  
Dieter Frey
Keyword(s):  
Levels Of Analysis ◽  
Future Research ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Positive Effects ◽  
Stable Conditions ◽  
Multiple Levels ◽  
Negative Leadership

This article introduces the concept of adverse leadership. Adverse leadership arises when followers (1) perceive their leader to violate leadership prototypes or to concur with antiprototypes, and (2) attribute this violation to internal stable conditions within the leader (i.e., actor-observer bias), even though (3) the leader had no intention to cause harm. Adverse leadership goes above and beyond earlier leadership concepts because it focuses on (a) the role of followers’ implicit leadership theories and attributions in negative leadership, and on (b) leader behavior that is not intended to be harmful by the leader; it is conceptualized on (c) multiple levels of analysis, and posited to have (d) differential negative and positive effects on outcomes in organizations. Implications for future research and practice are discussed.

LEADing From Behind

2020 ◽  
pp. 405-422
Author(s):  
Geri Salinitri
Keyword(s):  
Classroom Teacher ◽  
Change Agents ◽  
Instructional Leaders ◽  
Teacher Education Programs ◽  
Education Programs ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Theory To Practice

In this chapter, implicit leadership theories are addressed and discussed in the role of a classroom teacher. Teacher Education programs explore the theories and programs like L.E.A.D. that is experiential and takes that theory to practice. Highlighted are the instructional leaders' styles of transformational, influential, distributive with a focus on servant leadership that models the role that works within classrooms, especially those with in-risk youth. Teachers can be change agents in this climate of social justice and inclusion.

scholarly journals Host country employees’ negative perceptions of successive expatriate leadership: the role of leadership transference and implicit leadership theories

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sylwia Ciuk ◽  
Doris Schedlitzki
Keyword(s):  
Host Country ◽  
Structured Interviews ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Content Type ◽  
Implicit Leadership Theories ◽  
Negative Perceptions ◽  
Expatriate Assignments ◽  
Past Experiences

PurposeDrawing on socio-cognitively orientated leadership studies, this paper aims to contribute to our understanding of host country employees’ (HCEs) negative perceptions of successive expatriate leadership by exploring how their memories of shared past experiences affect these perceptions. Contrary to previous work which tends to focus on HCEs’ attitudes towards individual expatriates, the authors shift attention to successive executive expatriate assignments within a single subsidiary.Design/methodology/approachThe paper is based on an intrinsic case study carried out in a Polish subsidiary of an American multinational pharmaceutical company which had been managed by four successive expatriate General Managers and one local executive. The authors draw on interview data with 40 HCEs. Twenty-one semi-structured interviews were conducted with staff who had been managed by at least three of the subsidiary’s expatriate leaders.FindingsThe authors demonstrate how transference triggered by past experiences with expatriate leaders as well as HCEs’ implicit leadership theories affect HCEs’ negative perceptions of expatriate leadership and lead to the emergence of expatriate leadership schema.Originality/valueTo the best of the authors’ knowledge, this is the first study that explores the role of transference and implicit leadership theories in HCEs’ perceptions of successive executive expatriate assignments. By focussing on retrospective accounts of HCEs who had been managed by a series of successive expatriate leaders, our study has generated a more nuanced and contextualised understanding of the role of HCEs’ shared past experiences in shaping their perceptions of expatriate leadership. The authors propose a new concept – expatriate leadership schema – which describes HCEs’ cognitive structures, developed during past experiences with successive expatriate leaders, which specify what HCEs believe expatriate leadership to look like and what they expect from it.

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