Leadership: Difference between revisions

Revision as of 22:33, 17 July 2024

Editor-In-Chief: C. Michael Gibson, M.S., M.D. [1]Robert G. Badgett, M.D.[2]

Leadership is "the function of directing or controlling the actions or attitudes of an individual or group with more or less willing acquiescence of the followers".^[1] It is possible that simply being an opinion leader may be effective^[2].

Leadership styles have been reviewed

Leadership development in health care is perceived as being many years behind that of other industries.^[3]

Leadership affects organizational performance - about 5% to 20% of the variation in profitability is accounted for by leadership^[4].

There is concern about whether the many proposed leadership theories have overlap and redundancies^[5]^[6].

Co-leadership, or dual leaders may be advantageous^[7].

The organization of leaders and managers maybe important for healthcare as diverse backgrounds of leaders are needed^[8]. In this study, physicians integrated into leadership spots was associated with clinical performance.

Leadership vs management

An early description distinguishing leadership and management was by Zaleznik in 1977^[9]. This have more recently discussed by Petriglieri who argues that we have focused too much on leadership^[10].

THe distinction between management and leadership has become blurred, "managerial work has, for example, been replaced by the more appealing label leadership, used to denote any act of a person in a formal authority position"^[11].

A helpful video of recent research on both concepts and the importance of both is available by the Academy of Management^[12]

Informal leadership

Providing a positive voice has benefits:

"employees can help peers get a status boost from voicing, while also raising their own status, by introducing the concept of amplification"^[13]

Evidence-based management

A gap between what research shows and managers practice has been noted^[14]^[15]^[16]^[17].

Evidence-based management (EBMgt) has been advocated to improve management practices^[18] and measurement^[19]. This is based on the success of evidence-based medicine and has been called the management-as-medicine motif (MAMM)^[20]. Concern about the approach of EBMgt has been based on a Cochrane Collaboration review of nursing turnover^[21] that focused only on randomized data^[20].

Concerns exists about how well MBA programs^[22], bridge and practitioner journals^[23], and textbooks^[24] teach EBMgt. Perhaps as a result, a gap has been documented between research and human resources practioners^[25].

Alternative approaches to education have been suggested^[26].

The "push, pull, process" approach has been advocated and refers to publishing and disseminating quality research (push), managers learning all to retrieve new research findings after they finish formal education (pull), and systematically assessing publications (process)^[27].

Systematic reviews have been encouraged as alternative to narrative reviews for summarizing evidence in business and management research.^[28]

Reporting standards have been proposed^[29].

Registration of studies before data collection has been advocated^[30].

Barriers within leaders

Management students in Australia view evidence-based management (EBMgt) in one of 4 ways^[31]:

EBMgt as an unrealistic way of doing management. 12% or respondents
EBMgt as a way of doing management in particular situations. 34% or respondents
EBMgt as a generally useful way of doing management. 45% or respondents
EBMgt as an ideal way of being a manager. 9% or respondents

The leadership knowing-doing gap may be affected by "motivation, prioritization, and confidence to enact leadership"^[32].

Selection and development of leaders

Individuals with promotive voices rather than a prohibitive voice are more likely to become leaders, especially if they are male^[33].

One study has validated the Peter Principle^[34].

"Emergent leaders showed a higher amount of active gestures and less passive facial expressions than non-leaders" according to eye-tracking studies of teams.^[35]

"Extraversion predicts leadership emergence" but extraversion may be harmful in a proactive workforce^[36].

Self-selection reasons

Leaders may choose their path for career, self-centered, 'me'^[37], or mercenary reasons - as opposed to mission-driven reasons.

Evolutionary biology

Evolutionary biology may partly explain selection of leaders^[38].

Charisma

Team leaders may be chosen by taller, louder, or more confident rather than competence^[39].

Gender

Women may make group decision making more effective^[40] and be inclined to more effective leadership styles^[41].

Opt-in process for leadership selection may lead to less women leaders^[42]. Women are less likely to self-promote in their self-assesments^[43]^[44]

Personality traits

Among the following 'Big five' personality traits^[45]:

Openness to experience
Conscientiousness
Extraversion
Agreeableness
Neuroticism

Narcissism may be selected for.^[46]^[47]

Dunning-Kruger effect

The selection for narcissism may be related to the Dunning-Kruger effect which has been noted to occur in the self-assessment of leadership skills.^[48]^[49]^[50]^[51]^[52] The overconfidence of some individuals may be viewed as competence by other individuals^[53] .

Aphorisms about selection of leaders:

Peter Principle
Dilbert Principle

Core-self evaluation

Core-self evaluation includes^[54]:

Self-esteem
Self-efficacy
Locus of control
Emotional stability (low neuroticism)

Hypercore self‐evaluation has a positive effect on innovation behavior by leaders; however, selfism and overconfidence has a negative effect^[55].

Low managerial self-efficacy and ego defensivism makes managers less likely to solict employee voice, positively evaluate an employee who speaks up, and reduced implementation of employee voice^[56].

Humility

The harm of narcissism in leaders may be mitigated by humility^[57] Humility, predicted by self-expansion theory, has been found to increase self-expansion and self-efficacy of followers^[58]. However, humility may not be effective in teams that expect a high power distance or expect dominating leaders.^[59]

Humility in leaders may be effective when teams have proactive personalities^[60].

Masters in Business Administration

CEOs with a MBA may^[61]^[62] or may not^[63] underperform other CEOs due to emphasizing short-term business outcomes^[64] or personal gain^[65] rather than sustainability.^[66]

It is not clear that the curricula in masters programs reflect best research^[67].

Leadership training

Leadership training can be effective^[68].

In academic health center], the effect of leadership training may be more to the benefit to advancement of the trainee that to improvement of the institution^[69].

The self-esteeem and mindset of the trainee may determine whether the trainee focuses improvement on self versus organization^[70].

Leadership training in healthcare may be more effective if taught in conjunction with institutional projects^[71].

Leadership styles related to worksite climate

Leadership research is complicated by construct proliferation and construct redundancy^[6]

Leadership style affects work climate.

Leadership styles in health care may affect institutional finances, specifically operating margins.^[72]

Early categorization of leadership styles was by Lewin in 1938 who labeled styles as autocratic, democratic.^[73]

The terms transactional and transformation were introduced by Weber in 1947.^[74] Weber said the charismatic leader was a transformer and the bureaucratic leader was transactional.

Similar concepts are Theory X and Theory Y management by Douglas McGregor in 1960^[75]. Theory X is transactional and Theory Y is transformational.

The concept of transactional versus transformation leadership was using the Multifactor Leadership Questionnaire (MLQ) first proposed by Bass in 1978.^[76]

Measurement of transactional versus transformation leadership using the was first proposed by Bass in 1985.^[77]

Bass added the concept of laissez-faire leadership in 1997.^[78]^[79]

Leadership styles may effect burnout of employees who are physicians^[80] and non-physicians^[81] as well the burnout of the leaders themselves.^[82]^[83].

Laissez-faire

Laissez-faire may be the most common of the destructive leadership patterns^[84].

Laissez-faire, in health care, is associated with low subordinate job satisfaction and effort.^[85] In other industries, laissez-faire is also associated with reduced team performance^[86].

Among physicians, management by passive exception and laissez-faire and may overlap.^[87]

Transactional

The transactional style may have arose from early views of leadership:

Adam Smith wrote about the worker, “It is the interest of every man to live as much at his ease as he can”.
Frederick Taylor later added that the worker “is so stupid that the word ‘percentage’ has no meaning to him, and he must consequently be trained by a man more intelligent than himself.”

Transactional leadership is associated with the following of the Big 5 Personality Traits^[88]:

Agreeableness
Extraversion
Openness (insignificant)
Conscientiousness (insignificant)
Neuroticism (negative association)

When converting from transactional to empowering leadership, teams may transiently function more slowly.^[89]

Management by exception: active

Management by exception: passive

Among physicians, management by passive exception and laissez-faire and may overlap and management by passive exception may be within laissez-faire.^[87]

Outcomes of transactional leadership

Transactional leadership tactics were found by a meta-analysis in 2004 to positively and significantly affect the following compared to transformational leadership^[90]:

Transformational leadership had a higher validity than did contingent reward: follower satisfaction with leader and leader effectiveness
Contingent reward had significantly higher validity: follower job satisfaction and leader job performance

Other studies have found benefit from transactional leadership^[91]

Transactional leadership, if leading to zero-sum assessments by employees, can be problematic^[92].

Transformational

Transformational leadership has the following dimensions (4 I's), the first two, Idealised Influence and Inspirational Motivation, when combined are charisma:

Idealized Influence (role modeling).
- Attributed: “My supervisor acts in ways that build my respect”^[93] Note that Aviolo found that "displays power and confidence" was the lowest loading factor for charisma^[94].
- Behavior: "talks enthusiastically"^[94], “My supervisor talks to us about his/her most important values and beliefs”^[93]
Inspirational Motivation, “My supervisor expresses his/her confidence that we will achieve our goals”^[93]. Motivation may be better provided by beneficiaries of a company's services rather than the company's leadership^[95].
Individualized Consideration (of followers), "focuses your strengths"^[94], “My supervisor spends time teaching and coaching me”^[93]
Intellectual Stimulation. "suggests different angles"^[94], “My supervisor seeks differing perspectives when solving problems”^[93]

Teaching charisma, Idealised Influence and Inspirational Motivation, has been studied^[96].

Transformational leadership is associated with the following of the Big 5 Personality Traits^[88]:

Extraversion (strongest)
Openness
Agreeableness
Conscientiousness
Neuroticism (negative association)

Authentic leadership and ethical leadership may actually be tranformational leadership^[6].

This style may be the most effective in healthcare on employee responses and clinical outcomes.^[97]

Transformational leadership may increase employee thriving and decrease burnout.^[98]

Transformational style may better promote team learning behaviors than a transactional style.^[99]

Compared to transformational leadership, in transformational leadership the leader's focus is on the employees rather than the organization.^[100]

Transformational leadership may build on transactional leadership, "for transformational leadership to be effective,the leader must first build trust and follower responsiveness on the basis of tangible, transactional processes perceived as fair."^[85]

Transformational leadership may cause leader emotional exhaustion and subsequent leader turnover intentions, especially when followers are low in conscientiousness or competence^[101].

Measurement

Transformational leadership can be measured with the proprietary Multifactor Leadership Questionnaire (TLQ) ^[102] or other instruments^[103].

Enabling or Empowering leadership

Enabling leadership attempts to bridge the needs to innovate and to produce^[104]^[105]^[106]. Enabling leadership is based on complexity leadership theory^[107].

Empowering leadership is defined variably^[108]^[109]^[110] but includes:

Autonomy support^[111]. Autonomy adds to mastery.^[111] Perceived autonomy is associated with less burnout.^[112]

A more detailed summary is proposed by Spreitzer^[104]:

The First Discipline: Empower the Person Who Matters Most
The Second Discipline: Continuous Vision and Challenge
The Third Discipline: Continuous Support and Security
The Fourth Discipline: Continuous Openness and Trust
The Fifth Discipline: Continuous Guidance and Control

Similar concepts are^[113]:

Gardener leadership, earlier proposed by Fierz^[114] and later detailed by McChrstal^[115]
Servant leadership^[116]^[117] Servant leadership may promote thriving^[118].
- Employee perception of servant leadership and the factors of self-determination theory are more likely to have extra-role behavior^[119].
- Covey describes the four roles of leadership—modeling, pathfinding, alignment, and empowerment—^[120]
- Spears described the 10 characteristics of servant-leaders as" Listening, Empathy, Awareness, Healing, Foresight, Persuasion, Conceptualization, Stewardship, Community Building, and Commitment to People's Development ^[121]

Types of leadership that focus on giving employees decision-making but may not include giving employees information to guide their decision-making.
- Shared Leadership^[122]^[123]
- Distributed leadership
- Servant leadership
- Participative Leadership^[124]
- Democratic leadership

Empowering leadership may be compatible with AGILE development, which may conflict with command and control leadership^[125].

The World Health Organization recommends participatory leadership as one of 4 reforms needed for primary health care, “leadership reforms need to steer away from either ‘command and control’ or ‘laissez-faire disengagement’ towards a participatory style”^[126]

In health care administration, physician leaders have difficulty relinquishing control and feel threatened by empowering others^[127].

Impact

Shared leadership may improve team performance according to a meta-analysis of 42 studies^[128].

Empowering leadership may improve performnce^[129]^[130]^[108]^[131]

Empowering leadership is consistent with the principle of subsidiarity^[132].

"Just as it is gravely wrong to take from individuals what they can accomplish by their own initiative and industry and give it to the community, so also it is an injustice and at the same time a grave evil and disturbance of right order to assign to a greater and higher association what lesser and subordinate organizations can do. For every social activity ought of its very nature to furnish help to the members of the body social, and never destroy and absorb them."^[133]

Measuring empowerment

Multiple instruments are available^[134].

The Empowering Leadership Questionnaire (ELQ) has been proposed to measure this style.^[135] The ELQ measures either categories:

Coaching
Informing. Examination of the 6 questions in this scale suggest informing here does not fit with information sharing as proposed by complexity science.
Leading By Example
Showing Concern/Interacting with the Team
Participative Decision-Making

Servant leadership can be measure with a 28-item or an abbreviated 7-item servant leadership scale^[136]:

My manager can tell if something work-related is going wrong
My manager makes my career development a priority
I would seek help from my manager if I had a personal problem
My manager emphasizes the importance of giving back to the community
My manager puts my best interests ahead of his/her own
My manager gives me the freedom to handle difficult situations in the way that I feel is best
My manager would NOT compromise ethical principles in order to achieve success

Benefits

Empowering leadership is associated with:

Performance, organizational citizenship behavior, and creativity according to a meta-analysis as compared transformational leadership and leader–member exchange^[137]
Creativity and innovative behavior (ρ = .36), contextual performance (ρ = .33), withdrawal behaviors (ρ = .28), and job performance (ρ = .25) according to a meta-analysis.^[138]
Increased employee intrinsic motivation and creativity^[139]
Increased productivity by implementing Strategic Human Resource Management (SHRM) as compared to initiating operational improvements^[140]
Increased knowledge sharing and team efficacy which led to increased performance.^[141]
Increases work engagement via work meaningfulness^[142] or empowering leadership has been proposed for healthcare.^[143]^[144]^[145]

Servant leadership behavior may be more effective than narcissism^[146] and a serving culture is positively related both to restaurant performance and employee job performance^[147].

Harm

Servant leadership may be costly to the leader^[148]

Two contradictory faces of empowerment are ^[149]:

Enabling
Burdening

Contingency or situational theories

In this approach, the role of the leader is contingent on the situation.

This includes:

Tannenbaurm's and Schmidt's continuum introduced in 1958^[150]^[151]
Hersey's and Blanchard's situational leadership in 1969.^[152]
Vroon and Yetton's contingency model in 1973^[153]
Heifetz's Adaptive leadership introduced in 1997^[154]

Modulators of impact of leadership styles

Characteristics of subordinates

Goal diversity of subordinates moderator relative effectiveness of leadership styles, "low authority differentiation is beneficial for teams homogeneous in goal orientations and detrimental for teams diverse in goal orientations."^[155] Regulatory fit theory has found^[156]:

Subordinates high in locomotion prefer leaders who have "'forceful' leadership style, represented by 'coercive', 'legitimate', and 'directive' kinds of strategic influence'
Subordinates high in assessment prefer leaders who have "'advisory' leadership style, represented by 'expert', 'referent', and 'participative' kinds of strategic influence'

Regulatory focus

Regulatory focus theory poses that people vary in their goals^[157]:

Promotion-focus on hopes and accomplishments, also known as gains
Prevention-focus based on safety and responsibilities, also known as non-losses

Focus may also predict jealousy and envy^[158].

Core-self evaluation

Core-self evaluation includes^[54]:

Self-esteem
Self-efficacy
Locus of control
Emotional stability (low neuroticism)

Hypercore-self evaluation predicts job satisfaction and performance^[54].

Characteristics of leaders

Leaders'encoding processes

Leaders' encoding processes may be important^[159]^[160]:

Mindsets: fixed and growth^[161]^[162]
Goal orientations
Mindsets: deliberative and implemental mindsets
Regulatory focus.

Mindset interventions have been reviewed^[163].

Learning-from-failure / optimism

Leadership change behavior is key for post-failure success. This includes sensemaking and problem formulation and reformulation to fine innovation post-failure^[164].

Leader optimism is associated with performance and citizenship behavior^[165].

Leader humility

Leaders who share criticism of themselves can increase the sense of psychological safety of their workforce^[166].

Sharing personal stories may increase workforce trust in leaders via authenticity and empathy^[167].

Leader narcissism

Leader narcissism may be harmful^[168].

Leader information sharing

In general, leaders do not share enough informatoin^[169].

Leaders' work load

Executive job demands may hinder innovation^[170].

Complexity leadership theory

Complexity leadership theory, as originally described by Uhl-Bien, contains:^[171]

Entrepreneurial leadership for exploration^[172]. Uhl-Bien originally labeled this as adaptive leadership^[171].
Operational leadership for exploitation^[172]. Uhl-Bien originally labeled this as administrative leadership^[171].
Enabling leadership is for "creating, engaging and protecting 'adaptive space' needed to nurture and sustain the adaptability process in organizations" and sits between Entrepreneurial and Operational needs

Enabling leadership is based on complexity leadership theory^[107].

Complexity science has been proposed as a framework for health care organization since early this century.^[173]^[174]

Complexity science has been proposed as a framework for Learning Health Systems^[175].

Complexity leadership has been criticized for explaining organizational behavior rather than managing organizations^[176].

Complexity leadership theory has varying descriptions of the metatheme of leadership (see table).

Leadership metathemes described by complexity leadership and their mapping to Bass and Bass leadership framework
Bass & Bass framework^[177]	Uhl-Bien and Arena, 2018^[105]	Hazy and Pottras, 2018^[178]^[179]
Change leadership	Entrepreneurial leadership (formerly called Administrative leadership^[180])	Generative (information gathering/generative/ functions): "interactions are intended to respond to emerging changes and risks by exploring the ecosystem and creating optionality"
	Enabling leadership (details below^[107])
Task leadership	Operational leadership (formerly called Administrative leadership^[180])	Administrative (information using/convergence/administrative functions): "interactions are intended to exploit present opportunities to acquire resources in the ecosystem and maximize return on assets"
Relational leadership		Community building

Anderson and McDaniel proposed in 2000 that key leadership tasks are^[173]^[181]:

Relationship building
Loose coupling
Complicating
Diversifying
Sense making (such as positive and negative feedback)
Learning
Improvising
Thinking about the future

A model of of learning based on complexity science has been developed.^[182]

Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.^[183]^[184]^[185] Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:^[179]

Generative (information gathering/generative/ functions)
Administrative (information using/convergence/administrative functions)
Community-building
Information gathering
Information using (such as positive and negative feedback)

Uhl-Bien has proposed that tasks of enabling leadership, which is an outgrowth of complexity leadership are^[107]:

Brokerage - fostering of ideas that are triggered at the intersection of networks
Leveraging Tension
Linking Up - "Creating or energizing network connections that enable information flows, or amplify movements, to feed and fuel emergence."
Tags and Attractors - "Listening for language (messages, stories) and symbols (pictures, objects) that ‘stick’ in a system and attract energy & using them to create tags to amplify and channel emergence"
Simple Rules
Network Closure

Complexity Leadership Theory is consistent with open book management.

Complexity leadership is consistent with positive deviance^[176].

Complexity Leadership Theory may be seen as an evolution of Heifetz's adaptive leadershi^[105]^[186]

Complexity Leadership Theory is consistent with knowledge-oriented leadership, which is defined as "an attitude or action, observed or imputed, that prompts the creation, sharing, and utilization of new knowledge in a way that seems to bring a shift in thinking and collective outcomes."^[187]

Implementations

Agile and constructive deviance

Constructive deviations are "ad hoc experiments performed with the intention of achieving some purpose; this idea is distinct from the notion of “positive deviance” which is a post hoc analysis and intervention technique used to identify positively performing subgroups (outliers) in populations facing many of the same challenges"^[188].

Agile coaches are consistent with complexity leadership theory and enabling leadership^[189].

Fractal

Fractal organization is consistent with complexity leadership and includes^[190]^[191]:

Positive deviance

Positive deviance is consistent with complexity leadership theory^[176]^[192]^[193] and learning health systems^[194].

Measurement

Complexity Leadership tactics can be measured with 3 concepts^[187]:

Knowledge-oriented Leadership
Knowledge Management Capability (technological, structural, cultural, application, acquisition, sharing)
- Example: cultural (highest loading questions):
  - My organization takes advantage of new knowledge.
  - My organization quickly applies knowledge to critical competitive needs.
  - My organization quickly links sources of knowledge in solving problems.
Open Innovation

Another survey has been proposed and construct validated. The instrument consists of 10 items in 2 scales^[178]. Response format asks frequency that employees observe leadership tactics with Likert responses ranging from 'Never' to an average of daily:

Generative (information gathering). Hazy also describes this as "Resilience Leadership Mode...to address risk (variance) by promoting the value potential of optionality"^[195]
- Supporting difference of opinion
- Providing resources and time to try new things
- Encouraging learning visits to other organizations
- Encouraging new approaches
- Forgiving failure

Administrative (information using). Hazy also describes this as "Effectiveness Leadership Mode...to maximize return (expected value) by driving the potential value of efficient operations"^[195]
- Driving accountability
- Setting objective metrics of success or failure
- Quieting voices which distract from the purpose
- Asking people to invest more time and energy
- Establishing specific targets and deliverables.

Practice Reserve (PAR) can be measured^[196]. Reciprocal learning may be measured^[197].

Compoenents of complexity leadership

Community building / networking / linking up

"Network leaders engage in brokering connections across the network of jazz musicians; or building status through connections to central people," the latter may be more important^[198].

Sensemaking

Sensemaking includes semantic sensemaking^[199].

Persuasion and issue selling

Aristotle's rhetoric can be a framework for persuasion^[200]^[201]^[202] Green proposes^[203]:

"a rhetorical sequence that starts with pathos, moves to logos, and ends with ethos will have a rapid rate of initial adoption, a broad diffusion, and a slow abandonment"
"pathos may initiate change, logos implement it, and ethos sustain it"

Issue selling has been studied by Dutton and Ashford^[204]^[205] and updated by Lu^[206] Lu proposes the use of:

Influence tactics
- Rational persuasion, for example, “Use facts and logic to try to make a persuasive case for your proposed idea”
- Inspirational appeal, for example, “Say your proposed idea is an opportunity to do something really exciting and worthwhile”
- Consultation, for example, “Ask your supervisor to suggest how you could make your idea more helpful to him or her with a task or problem”
- Collaboration, for example, “Offer to provide any assistance the supervisor would need to make the idea happen”
Enactment behaviors
- Drawings: “Illustrate the idea through such means as written descriptions, PowerPoint presentations, drawings, or storyboards”
- Enacting: “Conduct a pilot or simulation to show how the idea could work”
- Prototypes: “Develop a prototype or other sample to demonstrate the value of the idea.”

. .

Leadership tactics related to worksite innovation

(see enabling leadership and complexity leadership above)

Innovation can be classified as^[187]^[207]:

"Inbound OI involves identifying and acquiring knowledge from external sources"
"Outbound OI involves exploitation of a firm’s knowledge and technology through commercialization in the external market"

Organizational cultural influences on innovation has been systematically reviewed^[208]. Cultural attributes include:

Learning culture
Adhocracy culture
Clan rather than hierarchical culture
Low power distance culture

Once tactic to foster innovation is to concentrate on lead users^[209] .

Religion and faith in leadership

The role of religion and faith in leadership is being increasingly explored^[210]^[211].

The Bhagavad Gita may inform positive leadership^[212] , especially verse 2:47.

Religiosity may widen gender pay gaps^[213].

Comparison of leadership approaches

Directive leadership and hierarchy may help in the short run, but harm in the long run^[214]^[215].

Complications of leadership

Power may lead cerebral changes in those given power^[216]. This may lead to hubristic syndrome^[217]

The Earned Dogmatism Effect may lead to close-mindedness^[218].

Employee turnover

Leadership affects employee turnover^[219]

. Rates of employee turnover, especially voluntary turnover, affects organizational performance^[220].

Links

Center for Evidence-Based Management (https://www.cebma.org/ or http://www.evidence-basedmanagement.com/)

References

↑ Anonymous (2024), Leadership (English). Medical Subject Headings. U.S. National Library of Medicine.
↑ Flodgren G, O'Brien MA, Parmelli E, Grimshaw JM (2019). "Local opinion leaders: effects on professional practice and healthcare outcomes". Cochrane Database Syst Rev. 6: CD000125. doi:10.1002/14651858.CD000125.pub5. PMID 31232458.
↑ McAlearney, Ann Scheck. "Leadership development in healthcare: a qualitative study." Journal of Organizational Behavior 27.7 (2006): 967-982. doi:10.1002/job.417
↑ Crossland, C., & Hambrick, D. C. (2007). How national systems differ in their constraints on corporate executives: A study of CEO effects in three countries. Strategic Management Journal, 28(8), 767-789. doi:10.1002/smj.610
↑ Fischer, Thomas; Sitkin, Sim B (10 October 2022). "Leadership Styles: A Comprehensive Assessment and Way Forward". Academy of Management Annals. doi:10.5465/annals.2020.0340. eISSN 1941-6067. ISSN 1941-6520.
↑ ^6.0 ^6.1 ^6.2 Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529. doi:10.1177/0149206316665461
↑ Feigen at al. Is It Time to Consider Co-CEOs? HBR 2022 https://hbr.org/2022/07/is-it-time-to-consider-co-ceos
↑ Shortell SM, LoGerfo JP (1981). "Hospital medical staff organization and quality of care: results for myocardial infarction and appendectomy". Med Care. 19 (10): 1041–55. doi:10.1097/00005650-198110000-00006. PMID 7311636.
↑ Zaleznik, A. 1977. Managers and leaders: Are they different? Harvard Business Review, 55:67-78. Available at
↑ Petriglieri, Gianpiero (2020). "This is why we can't have nice things: We are stuck with leaders… or managers. Commentary on Kniffin, Detert, & Leroy (2020)". Academy of Management Discoveries. doi:10.5465/amd.2020.0009. ISSN 2168-1007.
↑ Alvesson, Mats; Blom, Martin (2020). "EXPRESS: The Hegemonic Ambiguity of Big Concepts in Organization Studies". Human Relations: 001872672098684. doi:10.1177/0018726720986847. ISSN 0018-7267.
↑ Kniffin, Kevin M.; Detert, James R.; Leroy, Hannes L. (2020). "On Leading and Managing: Synonyms or Separate (and Unequal)?". Academy of Management Discoveries. 6 (4): 544–571. doi:10.5465/amd.2018.0227. ISSN 2168-1007.
↑ Bain, Kristin; Kreps, Tamar A.; Meikle, Nathan L.; Tenney, Elizabeth R. (August 2021). "Amplifying Voice in Organizations". Academy of Management Journal. 64 (4): 1288–1312. doi:10.5465/amj.2018.0621. eISSN 1948-0989. ISSN 0001-4273. Summary available at https://journals.aom.org/doi/10.5465/amj.2018.0621.summary
↑ Rynes, S. L., Bartunek, J. M., & Daft, R. L. (2001). Across the Great Divide: Knowledge Creation and Transfer Between Practitioners and Academics. Academy of Management Journal, 44(2), 340–355. doi:10.5465/3069460
↑ Rynes, S. L., Brown, K. G., Colbert, A. E., & Hansen, R. A. (2002). Seven Common Misconceptions about Human Resource Practices: Research Findings versus Practitioner Beliefs and Executive Commentary. The Academy of Management Executive (1993-2005), 16(3), 92–103.
↑ Shapiro, D. L., & Kirkman, B. (2018). It’s Time to Make Business School Research More Relevant. Harvard Business Review.
↑ Shapiro, D. L., Kirkman, B. L., & Courtney, H. G. (2007). Perceived Causes and Solutions of the Translation Problem in Management Research. Academy of Management Journal, 50(2), 249–266. doi:10.5465/amj.2007.24634433
↑ Pfeffer, Jeffrey, and Robert I. Sutton. "Evidence-based management." Harvard business review 84.1 (2006): 62.
↑ Kelloway, E. K. (2017). Toward evidence-based practice in organizational wellbeing. In The Routledge Companion to Wellbeing at Work. Routledge Handbooks Online. doi:10.4324/9781315665979
↑ ^20.0 ^20.1 Morrell, Kevin, and Mark Learmonth. "Evidence-based management." The Oxford Handbook of Management (2017): 419. doi:10.1093/oxfordhb/9780198708612.013.21
↑ Webster J, Flint A (2014). "Exit interviews to reduce turnover amongst healthcare professionals". Cochrane Database Syst Rev (8): CD006620. doi:10.1002/14651858.CD006620.pub5. PMID 25133355.
↑ Charlier, S. D., Brown, K. G., & Rynes, S. L. (2011). Teaching Evidence-Based Management in MBA Programs: What Evidence Is There? Academy of Management Learning & Education, 10(2), 222–236. doi:10.5465/amle.10.2.zqr222
↑ Rynes, Sara L., Tamara L. Giluk, and Kenneth G. Brown. 2007. “The Very Separate Worlds of Academic and Practitioner Periodicals in Human Resource Management: Implications for Evidence-Based Management.” Academy of Management Journal 50 (5): 987–1008. doi:10.5465/amj.2007.27151939
↑ Aguinis, Herman, Ravi S. Ramani, Nawaf Alabduljader, James Bailey, and Joowon Lee. 2018. “A Pluralist Conceptualization of Scholarly Impact in Management Education: Students as Stakeholders.” Academy of Management Learning & Education, August. doi:10.5465/amle.2017.0488
↑ Rynes, S. L., Colbert, A. E., & Brown, K. G. (2002). HR Professionals’ beliefs about effective human resource practices: correspondence between research and practice. Human Resource Management, 41(2), 149–174. doi:10.1002/hrm.10029
↑ Mintzberg, Henry. "Time for Management Education". Mintzberg. Retrieved 2020-07-11.
↑ Rousseau, Denise (2020). "The Realist Rationality of Evidence-based Management". Academy of Management Learning & Education. doi:10.5465/amle.2020.0050. ISSN 1537-260X.
↑ Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence‐informed management knowledge by means of systematic review. British journal of management, 14(3), 207-222. doi:10.1111/1467-8551.00375
↑ Aczel (2019). A consensus-based transparency checklist Available at https://www.nature.com/articles/s41562-019-0772-6
↑ https://aspredicted.org/
↑ Wright, April L.; Irving, Gemma; Hibbert, Paul; Greenfield, Geoff (2018). "Student Understandings of Evidence-Based Management: Ways of Doing and Being". Academy of Management Learning & Education. 17 (4): 453–473. doi:10.5465/amle.2016.0249. ISSN 1537-260X.
↑ Ahmadi, Amal; Vogel, Bernd (15 July 2022). "Knowing but Not Enacting Leadership: Navigating the Leadership Knowing-Doing Gap in Leveraging Leadership Development". Academy of Management Learning & Education. doi:10.5465/amle.2020.0534. eISSN 1944-9585. ISSN 1537-260X.
↑ McLean, Elizabeth et al. The Social Consequences of Voice: An Examination of Voice Type and Gender on Status and Subsequent Leader Emergence. Academy of Management Journal (2018) {doi|10.5465/amj.2016.0148}}}
↑ Benson et al (2017). Promotions and the Peter Principle. Benson, Alan and Li, Danielle and Shue, Kelly, Promotions and the Peter Principle (February 12, 2018). Available at SSRN: https://ssrn.com/abstract=3047193 or doi:10.2139/ssrn.3047193
↑ Gerpott, F. H., Lehmann-Willenbrock, N., Silvis, J. D., & Van Vugt, M. (2017). In the eye of the beholder? An eye-tracking experiment on emergent leadership in team interactions. The Leadership Quarterly. doi:10.1016/j.leaqua.2017.11.003
↑ Grant, A. M., Gino, F., Hofmann, D. A. (June 2011). "Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity". Academy of Management Journal. Academy of Management. 54 (3): 528–550. doi:10.5465/amj.2011.61968043. ISSN 0001-4273. Retrieved 3 August 2023.
↑ O’Reilly, C. A., Chatman, J. A., Doerr, B. (1 September 2021). "When "Me" Trumps "We": Narcissistic Leaders and the Cultures They Create". Academy of Management Discoveries. Academy of Management. 7 (3): 419–450. doi:10.5465/amd.2019.0163.
↑ Van Vugt, M. (2006). Evolutionary Origins of Leadership and Followership. Personality and Social Psychology Review, 10(4), 354–371. doi:10.1207/s15327957pspr1004_5
↑ Cliffe S. “Leadership Qualities” vs. Competence: Which Matters More? HBR November, 2015. Available at https://hbr.org/2015/11/leadership-qualities-vs-competence-which-matters-more
↑ Woolley, Anita Williams; Chabris, Christopher F.; Pentland, Alex; Hashmi, Nada; Malone, Thomas W. (2010-10-29). "Evidence for a Collective Intelligence Factor in the Performance of Human Groups". Science. American Association for the Advancement of Science (AAAS). 330 (6004): 686–688. doi:10.1126/science.1193147. ISSN 0036-8075.
↑ Eagly, Alice H.; Johannesen-Schmidt, Mary C.; van Engen, Marloes L. (2003). "Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men". Psychological Bulletin. American Psychological Association (APA). 129 (4): 569–591. doi:10.1037/0033-2909.129.4.569. ISSN 1939-1455.
↑ He, Joyce; Kang, Sonia; Lacetera, Nicola (2019). Leaning In or Not Leaning Out? Opt-Out Choice Framing Attenuates Gender Differences in the Decision to Compete (Report). Cambridge, MA: National Bureau of Economic Research. doi:10.3386/w26484.
↑ Exley, Christine L; Kessler, Judd B (2022-01-21). "The Gender Gap in Self-Promotion". The Quarterly Journal of Economics. Oxford University Press (OUP). 137 (3): 1345–1381. doi:10.1093/qje/qjac003. ISSN 0033-5533.
↑ Eckel, C., Gangadharan, L., Grossman, P. J., & Xue, N. (2021). The gender leadership gap: Insights from experiments. A Research Agenda for Experimental Economics, 137-162.
↑ https://www.ocf.berkeley.edu/~johnlab/bfi.htm
↑ Mayo. If humble people make better leaders, why do we fall for charismatic narcissists. Harvard Business Review. 2017
↑ Brunell AB, Gentry WA, Campbell WK, Hoffman BJ, Kuhnert KW, Demarree KG (2008). "Leader emergence: the case of the narcissistic leader". Pers Soc Psychol Bull. 34 (12): 1663–76. doi:10.1177/0146167208324101. PMID 18794326.
↑ ^48.0 ^48.1 Van Velsor, E., Taylor, S., & Leslie, J. B. (1993). An examination of the relationships among self‐perception accuracy, self‐awareness, gender, and leader effectiveness. Human Resource Management, 32(2‐3), 249-263. doi:10.1002/hrm.3930320205
↑ Giambatista, Robert C., and J. Duane Hoover. "An Exploration of Overconfidence in Experiential Learning of Behavioral Skills among MBA Students." Developments in Business Simulation and Experiential Learning 41 (2014).
↑ Bass, Bernard M.; Yammarino, Francis J. (1991). "Congruence of Self and Others' Leadership Ratings of Naval Officers for Understanding Successful Performance". Applied Psychology. Wiley-Blackwell. 40 (4): 437–454. doi:10.1111/j.1464-0597.1991.tb01002.x. ISSN 0269-994X.
↑ Atwater, Leanne E., and Francis J. Yammarino. "Does self‐other agreement on leadership perceptions moderate the validity of leadership and performance predictions?." Personnel Psychology 45.1 (1992): 141-164. doi:10.1111/j.1744-6570.1992.tb00848.x
↑ Sheldon, Oliver J., David Dunning, and Daniel R. Ames. "Emotionally unskilled, unaware, and uninterested in learning more: Reactions to feedback about deficits in emotional intelligence." Journal of Applied Psychology 99.1 (2014): 125. doi:10.1037/a0034138
↑ Belmi, Peter; Neale, Margaret A.; Reiff, David; Ulfe, Rosemary (2019). "The social advantage of miscalibrated individuals: The relationship between social class and overconfidence and its implications for class-based inequality". Journal of Personality and Social Psychology. doi:10.1037/pspi0000187. ISSN 1939-1315.
↑ ^54.0 ^54.1 ^54.2 Judge, Timothy A.; Bono, Joyce E. (2001). "Relationship of core self-evaluations traits—self-esteem, generalized self-efficacy, locus of control, and emotional stability—with job satisfaction and job performance: A meta-analysis". Journal of Applied Psychology. 86 (1): 80–92. doi:10.1037/0021-9010.86.1.80. ISSN 1939-1854.
↑ Stock, Ruth; Groß, Matthias; Xin, Katherine R. (2019). "Will Self-Love Take a Fall? Effects of Top Executives' Positive Self-Regard on Firm Innovativeness". Journal of Product Innovation Management. 36 (1): 41–65. doi:10.1111/jpim.12443. ISSN 0737-6782.
↑ Fast, Nathanael J.; Burris, Ethan R.; Bartel, Caroline A. (2014). "Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice". Academy of Management Journal. 57 (4): 1013–1034. doi:10.5465/amj.2012.0393. ISSN 0001-4273.
↑ Owens, B. P., Wallace, A. S., & Waldman, D. A. (2015). Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. Journal of Applied Psychology, 100(4), 1203. doi:10.1037/a0038698
↑ Mao, J., Chiu, C.-Y. (Chad), Owens, B. P., Brown, J. A., & Liao, J. (n.d.). Growing Followers: Exploring the Effects of Leader Humility on Follower Self-Expansion, Self-Efficacy, and Performance. Journal of Management Studies, 0(ja). Template:10.1111/joms.12395
↑ Hu, J., Erdogan, B., Jiang, K., Bauer, T. N., & Liu, S. (2018). Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance. Journal of Applied Psychology, 103(3), 313–323. doi:10.1037/apl0000277
↑ Leblanc, Pierre‐Marc; Rousseau, Vincent; Harvey, Jean‐François (8 June 2022). "Leader humility and team innovation: The role of team reflexivity and team proactive personality". Journal of Organizational Behavior. 43 (8): 1396–1409. doi:10.1002/job.2648. eISSN 1099-1379. ISSN 0894-3796.
↑ Miller, D., Xu, X., & Mehrotra, V. (2015). When is human capital a valuable resource? The performance effects of Ivy League selection among celebrated CEOs. Strategic Management Journal, 36(6), 930-944. doi:10.1002/smj.2251
↑ Miller, D., & Xu, X. (2016). A fleeting glory: Self-serving behavior among celebrated MBA CEOs. Journal of Management Inquiry, 25(3), 286-300. doi:10.1177/1056492615607975
↑ King, T., Srivastav, A., & Williams, J. (2016). What's in an education? Implications of CEO education for bank performance. Journal of Corporate Finance, 37, 287-308. doi:10.1016/j.jcorpfin.2016.01.003
↑ Miller, D., & Xu, X. (2017). MBA CEOs, Short-Term Management and Performance. Journal of Business Ethics, 1-16. doi:10.1007/s10551-017-3450-5
↑ Miller, Danny, and Xiaowei Xu. 2016. “A Fleeting Glory: Self-Serving Behavior Among Celebrated MBA CEOs.” Journal of Management Inquiry 25 (3): 286–300. doi:10.1177/1056492615607975
↑ Miller, D. (2017). Business education and executive opportunism-The case of MBAs. Revue française de gestion. doi:10.3166/rfg.2017.00143
↑ Charlier, S. D., Brown, K. G., & Rynes, S. L. (2011). Teaching Evidence-Based Management in MBA Programs: What Evidence Is There? Academy of Management Learning & Education, 10(2), 222–236. doi:10.5465/amle.10.2.zqr222
↑ Lacerenza, C. N., Reyes, D. L., Marlow, S. L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 102(12), 1686.
↑ Straus SE, Soobiah C, Levinson W (2013). "The impact of leadership training programs on physicians in academic medical centers: a systematic review". Acad Med. 88 (5): 710–23. doi:10.1097/ACM.0b013e31828af493. PMID 23524921.
↑ Spreitzer, Gretchen M.; Quinn, Robert E. (2016). "Empowering Middle Managers to be Transformational Leaders". The Journal of Applied Behavioral Science. 32 (3): 237–261. doi:10.1177/0021886396323001. ISSN 0021-8863.
↑ Sonnino RE (2016). "Health care leadership development and training: progress and pitfalls". J Healthc Leadersh. 8: 19–29. doi:10.2147/JHL.S68068. PMC 5741005. PMID 29355187.
↑ Crowe D, Garman AN, Li CC, Helton J, Anderson MM, Butler P (2017). "Leadership development practices and hospital financial outcomes". Health Serv Manage Res. 30 (3): 140–147. doi:10.1177/0951484817702564. PMID 28391712.
↑ Lewin, Kurt, and Ronald Lippitt. “An Experimental Approach to the Study of Autocracy and Democracy: A Preliminary Note.” Sociometry, vol. 1, no. 3/4, 1938, pp. 292–300. JSTOR, http://www.jstor.org/stable/2785585.
↑ Weber, Max, Alexander Morell Henderson, and Talcott Parsons. "The theory of social and economic organization, 1st Amer." (1947). ISBN 0684836408
↑ McGregor D. The Human Side of Enterprise. 1st edition. New York: McGraw-Hill; 1960. 256 p. ISBN 978-0-07-045092-9
↑ Burns, J. M. G. (1978). Leadership. New York: Harper & Row.
↑ Bass, MB (1985). Leadership and performance beyond expectations. New York: Free Press.
↑ Bass MB. The Future of Leadership in Learning Organizations. J of Leadership & Organizational Studies 2000 doi:10.1177%2F107179190000700302
↑ Bass, Bernard M. "Does the transactional–transformational leadership paradigm transcend organizational and national boundaries?." American psychologist 52.2 (1997): 130. doi:10.1037/0003-066X.52.2.130
↑ Shanafelt TD, Gorringe G, Menaker R, Storz KA, Reeves D, Buskirk SJ; et al. (2015). "Impact of organizational leadership on physician burnout and satisfaction". Mayo Clin Proc. 90 (4): 432–40. doi:10.1016/j.mayocp.2015.01.012. PMID 25796117.
↑ Dyrbye LN, Major-Elechi B, Hays JT, Fraser CH, Buskirk SJ, West CP (2020). "Relationship Between Organizational Leadership and Health Care Employee Burnout and Satisfaction". Mayo Clin Proc. 95 (4): 698–708. doi:10.1016/j.mayocp.2019.10.041. PMID 32247343 Check |pmid= value (help).
↑ Courtright SH, Colbert AE, Choi D (2014). "Fired up or burned out? How developmental challenge differentially impacts leader behavior". J Appl Psychol. 99 (4): 681–96. doi:10.1037/a0035790. PMID 24490967.
↑ Arnold KA, Connelly CE, Walsh MM, Ginis KA (2015). "Leadership styles, emotion regulation, and burnout". J Occup Health Psychol. 20 (4): 481–90. doi:10.1037/a0039045. PMID 25844908.
↑ Aasland; Merethe Schanke; Skogstad; Anders; Notelaers; Guy; Nielsen, Morten Birkeland; & Einarsen, Ståle. (2010). The Prevalence of Destructive Leadership Behaviour. British Journal of Management, 21(2), 438–452. doi:10.1111/j.1467-8551.2009.00672.x
↑ ^85.0 ^85.1 Xirasagar S, Samuels ME, Stoskopf CH (2005). "Physician leadership styles and effectiveness: an empirical study". Med Care Res Rev. 62 (6): 720–40. doi:10.1177/1077558705281063. PMID 16330822.
↑ Wellman, N., Newton, D. W., Wang, D., Wei, W., Waldman, D. A., & LePine, J. A. (n.d.). Meeting the need or falling in line? The effect of laissez-faire formal leaders on informal leadership. Personnel Psychology, 0(ja). doi:10.1111/peps.12308
↑ ^87.0 ^87.1 Xirasagar S (2008). "Transformational, transactional among physician and laissez-faire leadership among physician executives". J Health Organ Manag. 22 (6): 599–613. doi:10.1108/14777260810916579. PMID 19579573.
↑ ^88.0 ^88.1 Bono JE, Judge TA (2004). "Personality and transformational and transactional leadership: a meta-analysis". J Appl Psychol. 89 (5): 901–10. doi:10.1037/0021-9010.89.5.901. PMID 15506869.
↑ Lorinkova NM, Pearsall MJ, Sims HP. Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams. ACAD MANAGE J. 2013 Apr 1;56(2):573–96.
↑ Judge, Timothy A.; Piccolo, Ronald F. (2004). "Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity". Journal of Applied Psychology. American Psychological Association (APA). 89 (5): 755–768. doi:10.1037/0021-9010.89.5.755. ISSN 1939-1854.
↑ Asiri SA, Rohrer WW, Al-Surimi K, Da'ar OO, Ahmed A (2016). "The association of leadership styles and empowerment with nurses' organizational commitment in an acute health care setting: a cross-sectional study". BMC Nurs. 15: 38. doi:10.1186/s12912-016-0161-7. PMC 4901399. PMID 27293380.
↑ Kakkar, Hemant; Sivanathan, Niro (2022). "The impact of leader dominance on employees' zero-sum mindset and helping behavior". Journal of Applied Psychology. American Psychological Association (APA). 107 (10): 1706–1724. doi:10.1037/apl0000980. ISSN 1939-1854.
↑ ^93.0 ^93.1 ^93.2 ^93.3 ^93.4 Gong, Y., Huang, J.-C., Farh, J.-L. (August 2009). "Employee Learning Orientation, Transformational Leadership, and Employee Creativity: The Mediating Role of Employee Creative Self-Efficacy". Academy of Management Journal. Academy of Management. 52 (4): 765–778. doi:10.5465/amj.2009.43670890. ISSN 0001-4273. Retrieved 9 July 2023.
↑ ^94.0 ^94.1 ^94.2 ^94.3 Avolio, B. J., Bass, B. M., Jung, D. I. (1999). "Re-examining the components of transformational and transactional leadership using the Multifactor Leadership". Journal of Occupational and Organizational Psychology. 72 (4): 441–462. doi:10.1348/096317999166789. ISSN 2044-8325. Retrieved 9 July 2023.
↑ Grant, Adam M.; Hofmann, David A. (2011). "Outsourcing inspiration: The performance effects of ideological messages from leaders and beneficiaries". Organizational Behavior and Human Decision Processes. 116 (2): 173–187. doi:10.1016/j.obhdp.2011.06.005. ISSN 0749-5978.
↑ Antonakis, John; Fenley, Marika; Liechti, Sue (2011). "Can Charisma Be Taught? Tests of Two Interventions". Academy of Management Learning & Education. Academy of Management. 10 (3): 374–396. doi:10.5465/amle.2010.0012. ISSN 1537-260X.
↑ Spinelli RJ (2006). "The applicability of Bass's model of transformational, transactional, and laissez-faire leadership in the hospital administrative environment". Hosp Top. 84 (2): 11–8. doi:10.3200/HTPS.84.2.11-19. PMID 16708688.
↑ Hildenbrand K, Sacramento CA, Binnewies C (2016). "Transformational Leadership and Burnout: The Role of Thriving and Followers' Openness to Experience". J Occup Health Psychol. doi:10.1037/ocp0000051. PMID 27631555.
↑ Raes, Elisabeth, et al. "Facilitating team learning through transformational leadership." Instructional Science 41.2 (2013): 287-305. doi:10.1007/s11251-012-9228-3
↑ Gregory Stone, A., Robert F. Russell, and Kathleen Patterson. "Transformational versus leadership: A difference in leader focus." Leadership & Organization Development Journal 25.4 (2004): 349-361. doi:10.1108/01437730410538671
↑ Lin S, Scott BA, Matta FK (2018). “The Dark Side of Transformational Leader Behaviors for Leader Themselves: A Conservation of Resources Perspective.” Academy of Management Journal, October. doi:10.5465/amj.2016.1255
↑ Bass BM, Avolio BJ. The Multifactor Leadership Questionnaire (form R, revised) Palo Alto, CA: Mind Garden, Inc; 1995. Available at https://www.mindgarden.com/16-multifactor-leadership-questionnaire
↑ Edwards JR, Knight DK, Broome KM, Flynn PM (2010). "The development and validation of a transformational leadership survey for substance use treatment programs". Subst Use Misuse. 45 (9): 1279–302. doi:10.3109/10826081003682834. PMC 4006131. PMID 20509734.
↑ ^104.0 ^104.1 Spreitzer, Gretchen M., and Robert E. Quinn. 2001. A Company of Leaders: Five Disciplines for Unleashing the Power in Your Workforce. 1 edition. San Francisco, Calif: Jossey-Bass. ISBN 978-0-7879-5583-0
↑ ^105.0 ^105.1 ^105.2 Uhl-Bien, Mary; Arena, Michael (2018). "Leadership for organizational adaptability: A theoretical synthesis and integrative framework". The Leadership Quarterly. 29 (1): 89–104. doi:10.1016/j.leaqua.2017.12.009. ISSN 1048-9843.
↑ Lusiani, M., & Langley, A. (2018). The social construction of strategic coherence: Practices of enabling leadership. Long Range Planning. doi:10.1016/j.lrp.2018.05.006
↑ ^107.0 ^107.1 ^107.2 ^107.3 Uhl-Bien, Mary, and Michael Arena. 2017. “Complexity Leadership: Enabling People and Organizations for Adaptability.” Organizational Dynamics 46 (1): 9–20. doi:10.1016/j.orgdyn.2016.12.001
↑ ^108.0 ^108.1 Seibert, Scott E., Gang Wang, and Stephen H. Courtright. "Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review." (2011): 981. doi:10.1037/a0022676
↑ Drasgow, 1994 ('Empowered work groups: conceptual and empirical assessment of empowering processes and outcomes in organization': Paper presented as part of a annual meetings of the Society of the Industrial and Organizational Psychologists, TN, U.S.A.
↑ Manz, C. C. and Sims, H. P. Jr. (1987). 'Leading workers to lead themselves: the external leadership of self- managed work teams', Administrative Science Quarterly, 32, 106-128 JSTOR
↑ ^111.0 ^111.1 Nix, Glen A., et al. "Revitalization through self-regulation: The effects of autonomous and controlled motivation on happiness and vitality." Journal of Experimental Social Psychology 35.3 (1999): 266-284. doi:10.1006/jesp.1999.1382
↑ Fernet, Claude, et al. "How do job characteristics contribute to burnout? Exploring the distinct mediating roles of perceived autonomy, competence, and relatedness." European Journal of Work and Organizational Psychology 22.2 (2013): 123-137. doi:10.1080/1359432X.2011.632161
↑ Meuser, Jeremy D., et al. "A network analysis of leadership theory: The infancy of integration." Journal of Management 42.5 (2016): 1374-1403. doi:10.1177/0149206316647099
↑ Fierz, W., Cultivating complex ICT in health care: the gardeners perspective. Available at https://www.academia.edu/download/69792708/Cultivating_complex_ICT_in_health_care_t20210917-17528-1x8e4vz.pdf
↑ McChrystal GS, Collins T, Silverman D, Fussell C. Team of Teams: New Rules of Engagement for a Complex World. 1 edition. Portfolio; 2015. 289 p. ISBN 1591847486
↑ Greenleaf RK. The Servant As Leader. Rev. ed. Cambridge Mass: Center for Applied Studies; 1973. https://www.worldcat.org/title/1839828
↑ Greenleaf RK. Servant Leadership : A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press; 1977. https://www.worldcat.org/title/2985632
↑ Xu, Angela J.; Wang, Lei (2019). "How and When Servant Leaders Enable Collective Thriving: The Role of Team–Member Exchange and Political Climate". British Journal of Management. doi:10.1111/1467-8551.12358. ISSN 1045-3172.
↑ Brière, Mathilde; Roy, Jeanne Le; Meier, Olivier. "Linking servant leadership to positive deviant behavior: The mediating role of self-determination theory". Journal of Applied Social Psychology. n/a (n/a). doi:10.1111/jasp.12716. ISSN 1559-1816. Retrieved 2020-10-21.
↑ Covey, S. R. (2006). "Servant-Leadership and Community Leadership in the 21st Century". The International Journal of Servant-Leadership. International Journal of Servant-Leadership Gonzaga University. 2 (1): 103–109. ISSN 2160-8164. Retrieved 31 May 2023. PDF
↑ Spears, L. C. (Fall 2004). "Practicing servant-leadership". Leader to Leader. Wiley Periodicals Inc. 2004 (34): 7–11. ISSN 1087-8149. Retrieved 31 May 2023.
↑ D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations. Journal of Management, 42(7), 1964–1991. doi:10.1177/0149206314525205
↑ Pearce, C. L., & Conger, J. A. (2002). Shared leadership: Reframing the hows and whys of leadership. Sage. ISBN ISBN 1452276765
↑ Gilson, L., & Agyepong, I. A. (2018). Strengthening health system leadership for better governance: what does it take? Health Policy and Planning, 33(suppl_2), ii1–ii4. doi:10.1093/heapol/czy052
↑ Rigby, D. Bureaucracy Can Drain Your Company’s Energy. Agile Can Restore It; Harvard Business Review 2018
↑ Gauld R, Blank R, Burgers J, Cohen AB, Dobrow M, Ikegami N; et al. (2012). "The World Health Report 2008 - Primary Healthcare: How Wide Is the Gap between Its Agenda and Implementation in 12 High-Income Health Systems?". Healthc Policy. 7 (3): 38–58. PMC 3298021. PMID 23372580.
↑ Stewart, G. L., Astrove, S. L., Reeves, C. J., Crawford, E. R., & Solimeo, S. (2017). Those with the most find it hardest to share: Exploring leader resistance to the implementation of team-based empowerment. Academy of Management Journal, amj-2015 doi:10.5465/amj.2015.1173
↑ Wang, Danni, David A. Waldman, and Zhen Zhang. 2014. “A Meta-Analysis of Shared Leadership and Team Effectiveness.” Journal of Applied Psychology 99 (2): 181–98. doi:10.1037/a0034531
↑ D’Innocenzo, Lauren, Margaret M. Luciano, John E. Mathieu, M. Travis Maynard, and Gilad Chen. 2015. “Empowered to Perform: A Multilevel Investigation of the Influence of Empowerment on Performance in Hospital Units.” Academy of Management Journal 59 (4): 1290–1307. doi:10.5465/amj.2013.1073
↑ D’Innocenzo, Lauren, John E. Mathieu, and Michael R. Kukenberger. 2016. “A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations.” Journal of Management 42 (7): 1964–91. doi:10.1177/0149206314525205
↑ antrappen H. Wirtz F. When to Decentralize Decision Making, and When Not To. Harvard Business Review 2017. Available at https://hbr.org/2017/12/when-to-decentralize-decision-making-and-when-not-to
↑ Vantrappen, Herman, and Frederic Wirtz. “When to Decentralize Decision Making, and When Not To.” Subsidiarity, Dec. 2017
↑ Pius XI. “Quadragesimo Anno.” The Holy See, 15 May 1931
↑ Cheong, Minyoung, Francis J. Yammarino, Shelley D. Dionne, Seth M. Spain, and Chou-Yu Tsai. 2018. “A Review of the Effectiveness of Empowering Leadership.” The Leadership Quarterly, September. doi:10.1016/j.leaqua.2018.08.005
↑ Arnold, Josh A., et al. "The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors." Journal of Organizational Behavior (2000): 249-269. JSTOR
↑ Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177. doi:10.1016/j.leaqua.2008.01.006
↑ Lee, Allan, et al. “Empowering Leadership: A Meta-Analytic Examination of Incremental Contribution, Mediation, and Moderation.” Journal of Organizational Behavior, vol. 39, no. 3, Mar. 2018, pp. 306–25. Wiley Online Library, doi:10.1002/job.2220.
↑ Kim, M., Beehr, T. A., & Prewett, M. S. (2018). Employee Responses to Empowering Leadership: A Meta-Analysis. Journal of Leadership & Organizational Studies, 1548051817750538. doi:10.1177/1548051817750538
↑ Zhang, Xiaomeng, and Kathryn M. Bartol. "Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement." Academy of management journal 53.1 (2010): 107-128. doi:10.5465/AMJ.2010.48037118
↑ Birdi, Kamal, et al. "The impact of human resource and operational management practices on company productivity: A longitudinal study." Personnel Psychology 61.3 (2008): 467-501. doi:10.1111/j.1744-6570.2008.00136.x
↑ Srivastava, Abhishek, Kathryn M. Bartol, and Edwin A. Locke. "Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance." Academy of management journal 49.6 (2006): 1239-1251. doi:10.5465/AMJ.2006.23478718
↑ Lee, Michelle Chin Chin, Mohd Awang Idris, and Paul H. Delfabbro. "The Linkages Between Hierarchical Culture and Empowering Leadership and Their Effects on Employees’ Work Engagement: Work Meaningfulness as a Mediator." (2016) doi:10.1037/str0000043
↑ Trastek VF, Hamilton NW, Niles EE (2014). "Leadership models in health care - a case for servant leadership". Mayo Clin Proc. 89 (3): 374–81. doi:10.1016/j.mayocp.2013.10.012. PMID 24486078.
↑ Schwartz RW, Tumblin TF (2002). "The power of leadership to transform health care organizations for the 21st-century economy". Arch Surg. 137 (12): 1419–27, discussion 1427. PMID 12470112.
↑ Feussner JR, Landefeld CS, Weinberger SE (2016). "Change, Challenge and Opportunity: Departments of Medicine and Their Leaders". Am J Med Sci. 351 (1): 3–10. doi:10.1016/j.amjms.2015.10.008. PMID 26802752.
↑ Peterson, S. J., Galvin, B. M., & Lange, D. (2012). CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65(3), 565-596. doi:10.1111/j.1744-6570.2012.01253.x
↑ Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2013). Servant Leadership and Serving Culture: Influence on Individual and Unit Performance. Academy of Management Journal, 57(5), 1434–1452. Template:10.5465/amj.2013.0034
↑ Gillet, J., Cartwright, E., & Vugt, M. van. (2011). Selfish or servant leadership? Evolutionary predictions on leadership personalities in coordination games. Personality and Individual Differences, 51(3), 231–236. https://doi.org/10.1016/j.paid.2010.06.003
↑ Cheong, Minyoung; Spain, Seth M.; Yammarino, Francis J.; Yun, Seokhwa (2016-08-01). "Two faces of empowering leadership: Enabling and burdening". The Leadership Quarterly. 27 (4): 602–616. doi:10.1016/j.leaqua.2016.01.006. ISSN 1048-9843. Retrieved 2018-03-07.
↑ Tannenbaum, R. & Schmidt, W. (1958) “How to choose a leadership pattern” Harvard Business Review 36(2), pp.95-101
↑ Tannenbaum, R. & Schmidt, W. (1973) “How to choose a leadership pattern” Harvard Business Review 36(2), pp.95-101
↑ Hersey, P. & Blanchard, K. H. (1969). "Life cycle theory of leadership". Training and Development Journal. 23 (5): 26–34.
↑ Vroom, Victor H.; Yetton, Phillip W. (1973). Leadership and Decision-Making. Pittsburgh: University of Pittsburgh Press. ISBN 0-8229-3266-0.
↑ Heifetz, R. A., & Laurie, D. L. (1997). "The work of leadership". Harvard business review, 75(1), 124. PMID 10174450
↑ Nederveen Pieterse, Anne; Hollenbeck, John R.; van Knippenberg, Daan; Spitzmüller, Matthias; Dimotakis, Nikos; Karam, Elizabeth P.; Sleesman, Dustin J. (2019). "Hierarchical leadership versus self-management in teams: Goal orientation diversity as moderator of their relative effectiveness". The Leadership Quarterly. 30 (6): 101343. doi:10.1016/j.leaqua.2019.101343. ISSN 1048-9843.
↑ Kruglanski, A. W., Pierro, A., & Higgins, E. T. (2007). Regulatory Mode and Preferred Leadership Styles: How Fit Increases Job Satisfaction. Basic and Applied Social Psychology, 29(2), 137–149. doi:10.1080/01973530701331700
↑ Brockner, J., & Higgins, E. T. (2001). Regulatory Focus Theory: Implications for the Study of Emotions at Work. Organizational Behavior and Human Decision Processes, 86(1), 35–66. doi:10.1006/obhd.2001.2972
↑ Andiappan, M., & Dufour, L. (2018). Jealousy at work: A tripartite model. Academy of Management Review. hdoi:10.5465/amr.2016.0299
↑ Gottfredson, Ryan K.; Reina, Christopher S. (2019). "Exploring why leaders do what they do: An integrative review of the situation-trait approach and situation-encoding schemas". The Leadership Quarterly: 101373. doi:10.1016/j.leaqua.2019.101373. ISSN 1048-9843.
↑ Gottfredson R, Reina C. To Be a Great Leader, You Need the Right Mindset. Harvard Business Review. 2020 Available at
↑ Dweck, Carol S. (1986). "Motivational processes affecting learning". American Psychologist. 41 (10): 1040–1048. doi:10.1037/0003-066X.41.10.1040. ISSN 1935-990X.
↑ Dweck, C. S. (2016). Mindset: The new psychology of success. Ballentine Books. ISBN 9780345472328
↑ Rogers, Benjamin; Christian, Jessica; Jennings, Remy; Lanaj, Klodiana (29 July 2022). "The Growth Mindset at Work: Will Employees Help Others to Develop Themselves?". Academy of Management Discoveries. doi:10.5465/amd.2021.0144. eISSN 2168-1007.
↑ Morais‐Storz, Marta; Nguyen, Nhien; Sætre, Alf Steinar (2020). "Post‐Failure Success: Sensemaking in Problem Representation Reformulation". Journal of Product Innovation Management. 37 (6): 483–505. doi:10.1111/jpim.12552. ISSN 0737-6782.
↑ Hill, Edwyna T.; Matta, Fadel K.; Mitchell, Marie S. (2021-08). "Seeing the Glass as Half Full or Half Empty: The Role of Affect-induced Optimistic and Pessimistic States on Justice Perceptions and Outcomes". Academy of Management Journal. 64 (4): 1265–1287. doi:10.5465/amj.2018.1282. ISSN 1948-0989 0001-4273, 1948-0989 Check |issn= value (help). Retrieved 2021-09-15. Check date values in: |date= (help)
↑ Coutifaris, C. G. V., & Grant, A. M. (2021). Taking Your Team Behind the Curtain: The Effects of Leader Feedback-Sharing and Feedback-Seeking on Team Psychological Safety. Organization Science. https://doi.org/10.1287/orsc.2021.1498
↑ Storms, G. (2021, September 29). To Inspire Your Team, Share More of Yourself. Harvard Business Review. https://hbr.org/2021/09/to-inspire-your-team-share-more-of-yourself
↑ O’Reilly, C. A., Chatman, J. A., & Doerr, B. (2021). When “Me” Trumps “We”: Narcissistic Leaders and the Cultures They Create. Academy of Management Discoveries, 7(3), 419–450. https://doi.org/10.5465/amd.2019.0163
↑ Flynn, Francis J; Lide, Chelsea R (25 July 2022). "Communication Miscalibration: The Price Leaders Pay for Not Sharing Enough". Academy of Management Journal. doi:10.5465/amj.2021.0245. eISSN 1948-0989. ISSN 0001-4273.
↑ Zhu, David H.; Jia, Liangding; Li, Fei (2021). "Too Much on the Plate? How Executive Job Demands Harm Firm Innovation and Reduce Share of Exploratory Innovations". Academy of Management Journal. doi:10.5465/amj.2019.0334. ISSN 0001-4273.
↑ ^171.0 ^171.1 ^171.2 Uhl-Bien, Mary; Marion, Russ; McKelvey, Bill (2007). "Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era". The Leadership Quarterly. 18 (4): 298–318. doi:10.1016/j.leaqua.2007.04.002.
↑ ^172.0 ^172.1 Uhl-Bien, Mary; Arena, Michael (2018). "Leadership for organizational adaptability: A theoretical synthesis and integrative framework". The Leadership Quarterly. 29 (1): 89–104. doi:10.1016/j.leaqua.2017.12.009.
↑ ^173.0 ^173.1 Anderson RA, McDaniel RR (2000). "Managing health care organizations: where professionalism meets complexity science". Health Care Manage Rev. 25 (1): 83–92. PMID 10710732.
↑ Plsek, Paul. "Redesigning health care with insights from the science of complex systems." Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.
↑ Potts, Jennifer; Thompson, Randy; Merchant, Robert; Ciemins, Elizabeth L.; Bush, Roger W.; Anderson, Ruth A.; Lindberg, Curt (2017). "Learning: Contemplating the unexamined core of Learning Health Systems". Learning Health Systems. 1 (4): e10036. doi:10.1002/lrh2.10036. ISSN 2379-6146.
↑ ^176.0 ^176.1 ^176.2 Belrhiti Z, Nebot Giralt A, Marchal B (2018). "Complex Leadership in Healthcare: A Scoping Review". Int J Health Policy Manag. 7 (12): 1073–1084. doi:10.15171/ijhpm.2018.75. PMC 6358662. PMID 30709082.
↑ Bass, B. J., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, & managerial implications (4th ed.). New York, NY: Free Press. ISBN 978-0743215527
↑ ^178.0 ^178.1 Hazy, J. K., & Prottas, D. J. (2018). Complexity Leadership: Construct Validation of an Instrument to Assess Generative and Administrative Leadership Modes. Journal of Managerial Issues, 30(3), 325.
↑ ^179.0 ^179.1 Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. doi:10.1177/1742715013511483
↑ ^180.0 ^180.1 Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.doi:10.1016/j.leaqua.2007.04.002
↑ Plsek PE, Wilson T (2001). "Complexity, leadership, and management in healthcare organisations". BMJ. 323 (7315): 746–9. PMC 1121291. PMID 11576986.
↑ Lanham, Holly Jordan, et al. "Trust and reflection in primary care practice redesign." Health services research 51.4 (2016): 1489-1514. doi:10.1111/1475-6773.12415
↑ Lichtenstein, Benyamin B., et al. "Complexity leadership theory: An interactive perspective on leading in complex systems." (2006)
↑ Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. doi:10.1016/j.leaqua.2007.04.002
↑ Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) doi:10.1093/oxfordhb/9780199755615.013.033
↑ Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., Orton, J. D., & Schreiber, C. (2006). Complexity leadership theory: An interactive perspective on leading in complex systems. Available at https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1007&context=managementfacpub
↑ ^187.0 ^187.1 ^187.2 Jasimuddin, S. M., & Naqshbandi, M. M. (2018). Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals. International Business Review. doi:10.1016/j.ibusrev.2017.12.001
↑ Hazy, James K; Uhl-Bien, Mary (2014). "Changing the rules: The implications of complexity science for leadership research and practice". In David Day (ed.). The Oxford Handbook of Leadership and Organizations (1st ed.). New York: Oxford University Press. pp. 709–732. ISBN 978-0-19-975561-5.
↑ Bäcklander, Gisela (2019). "Doing complexity leadership theory: How agile coaches at Spotify practise enabling leadership". Creativity and Innovation Management. 28 (1): 42–60. doi:10.1111/caim.12303. ISSN 0963-1690.
↑ Pronovost PJ, Marsteller JA (2014). "Creating a fractal-based quality management infrastructure". J Health Organ Manag. 28 (4): 576–86. doi:10.1108/jhom-11-2013-0262. PMID 25241601.
↑ Kravet SJ, Bailey J, Demski R, Pronovost P (2016). "Establishing an Ambulatory Medicine Quality and Safety Oversight Structure: Leveraging the Fractal Model". Acad Med. 91 (7): 962–6. doi:10.1097/ACM.0000000000001102. PMID 26826071.
↑ Lindberg, Curt; Clancy, Thomas R. (2010). "Positive Deviance". JONA: The Journal of Nursing Administration. 40 (4): 150–153. doi:10.1097/NNA.0b013e3181d40e39. ISSN 0002-0443.
↑ Lindberg, Curt; Schneider, Marguerite (2013). "Combating infections at Maine Medical Center: Insights into complexity-informed leadership from positive deviance". Leadership. 9 (2): 229–253. doi:10.1177/1742715012468784. ISSN 1742-7150.
↑ McLachlan S, Potts HWW, Dube K, Buchanan D, Lean S, Gallagher T; et al. (2018). "The Heimdall Framework for Supporting Characterisation of Learning Health Systems". J Innov Health Inform. 25 (2): 77–87. doi:10.14236/jhi.v25i2.996. PMID 30398449.
↑ ^195.0 ^195.1 Hazy, Jim; Prottas, David (2017-08-01). "How Complexity Leadership Enables Both Organizational Efficacy and Resilience". Academy of Management Proceedings. 2017 (1): 11352. doi:10.5465/AMBPP.2017.11352abstract. ISSN 0065-0668. Retrieved 2019-03-03.
↑ Jaén CR, Crabtree BF, Palmer RF, Ferrer RL, Nutting PA, Miller WL; et al. (2010). "Methods for evaluating practice change toward a patient-centered medical home". Ann Fam Med. 8 Suppl 1: S9–20, S92. doi:10.1370/afm.1108. PMC 2885721. PMID 20530398.
↑ Leykum LK, Palmer R, Lanham H, Jordan M, McDaniel RR, Noël PH; et al. (2011). "Reciprocal learning and chronic care model implementation in primary care: results from a new scale of learning in primary care". BMC Health Serv Res. 11: 44. doi:10.1186/1472-6963-11-44. PMC 3050698. PMID 21345225.
↑ van den Born, Floor; Mehra, Ajay; Kilduff, Martin (25 July 2022). "Network Leadership and Team Creativity: An Exploratory Study of New York City Jazz Bands". Academy of Management Discoveries. doi:10.5465/amd.2021.0092. eISSN 2168-1007.
↑ Rerup, Claus; Gioia, Denny; Corley, Kevin (15 July 2022). "Identity Transitions via Subtle Adaptive Sensemaking: The Empirical Pursuit of the Intangible". Academy of Management Discoveries. doi:10.5465/amd.2019.0212. eISSN 2168-1007.
↑ Hoefer, Rolf L.; Green, Sandy E. (2016). "A Rhetorical Model of Institutional Decision Making: The Role of Rhetoric in the Formation and Change of Legitimacy Judgments". Academy of Management Review. 41 (1): 130–150. doi:10.5465/amr.2014.0330. ISSN 0363-7425.
↑ Braet, Antoine C. (1992). "Ethos, pathos and logos in Aristotle's Rhetoric: A re-examination". Argumentation. 6 (3): 307–320. doi:10.1007/BF00154696. ISSN 0920-427X.
↑ Varpio, Lara (2018). "Using rhetorical appeals to credibility, logic, and emotions to increase your persuasiveness". Perspectives on Medical Education. 7 (3): 207–210. doi:10.1007/s40037-018-0420-2. ISSN 2212-2761.
↑ Green, Sandy Edward (2004). "A Rhetorical Theory of Diffusion". Academy of Management Review. 29 (4): 653–669. doi:10.5465/amr.2004.14497653. ISSN 0363-7425.
↑ Dutton, Jane E.; Ashford, Susan J. (1993). "SELLING ISSUES TO TOP MANAGEMENT". Academy of Management Review. 18 (3): 397–428. doi:10.5465/amr.1993.9309035145. ISSN 0363-7425.
↑ Dutton, Jane E.; Ashford, Susan J.; O'Neill, Regina M.; Lawrence, Katherine A. (2001). "Moves that Matter: Issue Selling and Organizational Change". Academy of Management Journal. 44 (4): 716–736. doi:10.5465/3069412. ISSN 0001-4273.
↑ Lu, Shuye; Bartol, Kathryn M.; Venkataramani, Vijaya; Zheng, Xiaoming; Liu, Xin (2019). "Pitching Novel Ideas to the Boss: The Interactive Effects of Employees' Idea Enactment and Influence Tactics on Creativity Assessment and Implementation". Academy of Management Journal. 62 (2): 579–606. doi:10.5465/amj.2016.0942. ISSN 0001-4273.
↑ Chesbrough, H. (2003). The logic of open innovation: managing intellectual property. California Management Review, 45(3), 33-58. doi:10.2307/41166175
↑ Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence‐informed management knowledge by means of systematic review. British journal of management, 14(3), 207-222. {doi|10.1111/1467-8551.00375}}
↑ von Hippel, Eric (1986). "Lead Users: A Source of Novel Product Concepts". Management Science. 32 (7): 791–805. doi:10.1287/mnsc.32.7.791. ISSN 0025-1909.
↑ Miller, Kent. “Responding to Fundamentalism: Secularism or Humble Faith?” The Academy of Management Perspectives, Jan. 2018, p. amp.2017.0101. amp.aom.org, doi:10.5465/amp.2017.0101.
↑ Neubert, Mitchell. “With or Without Spirit: Implications for Scholarship and Leadership.” The Academy of Management Perspectives, Mar. 2018, p. amp.2016.0172. amp.aom.org, doi:10.5465/amp.2016.0172
↑ Chow, Charles (2019). "Karma Yoga: Application of Gita (2:47) for Superior Business Performance During Industry 4.0": 103–135. doi:10.1007/978-3-319-99611-0_6. ISSN 2524-6070.
↑ Sitzmann, Traci; Campbell, Elizabeth M. (August 2021). "The Hidden Cost of Prayer: Religiosity and the Gender Wage Gap". Academy of Management Journal. 64 (4): 1016–1048. doi:10.5465/amj.2019.1254. eISSN 1948-0989. ISSN 0001-4273.
↑ Matusik, James G.; Mitchell, Rebecca L.; Hays, Nicholas A.; Fath, Sean; Hollenbeck, John R. (October 2022). "The Highs and Lows of Hierarchy in Multiteam Systems". Academy of Management Journal. 65 (5): 1571–1592. doi:10.5465/amj.2020.0369. eISSN 1948-0989. ISSN 0001-4273.
↑ Lorinkova, Natalia M.; Pearsall, Matthew J.; Sims, Henry P. (April 2013). "Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams". Academy of Management Journal. 56 (2): 573–596. doi:10.5465/amj.2011.0132. eISSN 1948-0989. ISSN 0001-4273.
↑ Hogeveen J, Inzlicht M, Obhi SS (2014). "Power changes how the brain responds to others". J Exp Psychol Gen. 143 (2): 755–62. doi:10.1037/a0033477. PMID 23815455.
↑ Owen D, Davidson J (2009). "Hubris syndrome: an acquired personality disorder? A study of US Presidents and UK Prime Ministers over the last 100 years". Brain. 132 (Pt 5): 1396–406. doi:10.1093/brain/awp008. PMID 19213778.
↑ Ottati, Victor, Erika D. Price, Chase Wilson, and Nathanael Sumaktoyo. 2015. “When Self-Perceptions of Expertise Increase Closed-Minded Cognition: The Earned Dogmatism Effect.” Journal of Experimental Social Psychology 61 (November): 131–38. doi:10.1016/j.jesp.2015.08.003
↑ Hu, Li‐tze; Bentler, Peter M. (1999). "Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives". Structural Equation Modeling: A Multidisciplinary Journal. 6 (1): 1–55. doi:10.1080/10705519909540118. ISSN 1070-5511.
↑ Park TY, Shaw JD (2013). "Turnover rates and organizational performance: a meta-analysis". J Appl Psychol. 98 (2): 268–309. doi:10.1037/a0030723. PMID 23244224.

Template:WikiDoc Sources

[1] Anonymous (2024), Leadership (English). Medical Subject Headings. U.S. National Library of Medicine.

[pmid31232458-2] Flodgren G, O'Brien MA, Parmelli E, Grimshaw JM (2019). "Local opinion leaders: effects on professional practice and healthcare outcomes". Cochrane Database Syst Rev. 6: CD000125. doi:10.1002/14651858.CD000125.pub5. PMID 31232458.

[3] McAlearney, Ann Scheck. "Leadership development in healthcare: a qualitative study." Journal of Organizational Behavior 27.7 (2006): 967-982. doi:10.1002/job.417

[4] Crossland, C., & Hambrick, D. C. (2007). How national systems differ in their constraints on corporate executives: A study of CEO effects in three countries. Strategic Management Journal, 28(8), 767-789. doi:10.1002/smj.610

[FischerSitkin2022-5] Fischer, Thomas; Sitkin, Sim B (10 October 2022). "Leadership Styles: A Comprehensive Assessment and Way Forward". Academy of Management Annals. doi:10.5465/annals.2020.0340. eISSN 1941-6067. ISSN 1941-6520.

[hoch2018-6] 6.0 ^6.1 ^6.2 Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529. doi:10.1177/0149206316665461

[7] Feigen at al. Is It Time to Consider Co-CEOs? HBR 2022 https://hbr.org/2022/07/is-it-time-to-consider-co-ceos

[pmid7311636-8] Shortell SM, LoGerfo JP (1981). "Hospital medical staff organization and quality of care: results for myocardial infarction and appendectomy". Med Care. 19 (10): 1041–55. doi:10.1097/00005650-198110000-00006. PMID 7311636.

[Zaleznik1977-9] Zaleznik, A. 1977. Managers and leaders: Are they different? Harvard Business Review, 55:67-78. Available at

[Petriglieri2020-10] Petriglieri, Gianpiero (2020). "This is why we can't have nice things: We are stuck with leaders… or managers. Commentary on Kniffin, Detert, & Leroy (2020)". Academy of Management Discoveries. doi:10.5465/amd.2020.0009. ISSN 2168-1007.

[AlvessonBlom2020-11] Alvesson, Mats; Blom, Martin (2020). "EXPRESS: The Hegemonic Ambiguity of Big Concepts in Organization Studies". Human Relations: 001872672098684. doi:10.1177/0018726720986847. ISSN 0018-7267.

[KniffinDetert2020-12] Kniffin, Kevin M.; Detert, James R.; Leroy, Hannes L. (2020). "On Leading and Managing: Synonyms or Separate (and Unequal)?". Academy of Management Discoveries. 6 (4): 544–571. doi:10.5465/amd.2018.0227. ISSN 2168-1007.

[BainKrepsMeikle2021-13] Bain, Kristin; Kreps, Tamar A.; Meikle, Nathan L.; Tenney, Elizabeth R. (August 2021). "Amplifying Voice in Organizations". Academy of Management Journal. 64 (4): 1288–1312. doi:10.5465/amj.2018.0621. eISSN 1948-0989. ISSN 0001-4273. Summary available at https://journals.aom.org/doi/10.5465/amj.2018.0621.summary

[14] Rynes, S. L., Bartunek, J. M., & Daft, R. L. (2001). Across the Great Divide: Knowledge Creation and Transfer Between Practitioners and Academics. Academy of Management Journal, 44(2), 340–355. doi:10.5465/3069460

[15] Rynes, S. L., Brown, K. G., Colbert, A. E., & Hansen, R. A. (2002). Seven Common Misconceptions about Human Resource Practices: Research Findings versus Practitioner Beliefs and Executive Commentary. The Academy of Management Executive (1993-2005), 16(3), 92–103.

[16] Shapiro, D. L., & Kirkman, B. (2018). It’s Time to Make Business School Research More Relevant. Harvard Business Review.

[17] Shapiro, D. L., Kirkman, B. L., & Courtney, H. G. (2007). Perceived Causes and Solutions of the Translation Problem in Management Research. Academy of Management Journal, 50(2), 249–266. doi:10.5465/amj.2007.24634433

[18] Pfeffer, Jeffrey, and Robert I. Sutton. "Evidence-based management." Harvard business review 84.1 (2006): 62.

[19] Kelloway, E. K. (2017). Toward evidence-based practice in organizational wellbeing. In The Routledge Companion to Wellbeing at Work. Routledge Handbooks Online. doi:10.4324/9781315665979

[Morrell-20] 20.0 ^20.1 Morrell, Kevin, and Mark Learmonth. "Evidence-based management." The Oxford Handbook of Management (2017): 419. doi:10.1093/oxfordhb/9780198708612.013.21

[pmid25133355-21] Webster J, Flint A (2014). "Exit interviews to reduce turnover amongst healthcare professionals". Cochrane Database Syst Rev (8): CD006620. doi:10.1002/14651858.CD006620.pub5. PMID 25133355.

[22] Charlier, S. D., Brown, K. G., & Rynes, S. L. (2011). Teaching Evidence-Based Management in MBA Programs: What Evidence Is There? Academy of Management Learning & Education, 10(2), 222–236. doi:10.5465/amle.10.2.zqr222

[23] Rynes, Sara L., Tamara L. Giluk, and Kenneth G. Brown. 2007. “The Very Separate Worlds of Academic and Practitioner Periodicals in Human Resource Management: Implications for Evidence-Based Management.” Academy of Management Journal 50 (5): 987–1008. doi:10.5465/amj.2007.27151939

[24] Aguinis, Herman, Ravi S. Ramani, Nawaf Alabduljader, James Bailey, and Joowon Lee. 2018. “A Pluralist Conceptualization of Scholarly Impact in Management Education: Students as Stakeholders.” Academy of Management Learning & Education, August. doi:10.5465/amle.2017.0488

[25] Rynes, S. L., Colbert, A. E., & Brown, K. G. (2002). HR Professionals’ beliefs about effective human resource practices: correspondence between research and practice. Human Resource Management, 41(2), 149–174. doi:10.1002/hrm.10029

[26] Mintzberg, Henry. "Time for Management Education". Mintzberg. Retrieved 2020-07-11.

[Rousseau2020-27] Rousseau, Denise (2020). "The Realist Rationality of Evidence-based Management". Academy of Management Learning & Education. doi:10.5465/amle.2020.0050. ISSN 1537-260X.

[28] Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence‐informed management knowledge by means of systematic review. British journal of management, 14(3), 207-222. doi:10.1111/1467-8551.00375

[29] Aczel (2019). A consensus-based transparency checklist Available at https://www.nature.com/articles/s41562-019-0772-6

[30] ttps://aspredicted.org/

[WrightIrving2018-31] Wright, April L.; Irving, Gemma; Hibbert, Paul; Greenfield, Geoff (2018). "Student Understandings of Evidence-Based Management: Ways of Doing and Being". Academy of Management Learning & Education. 17 (4): 453–473. doi:10.5465/amle.2016.0249. ISSN 1537-260X.

[AhmadiVogel2022-32] Ahmadi, Amal; Vogel, Bernd (15 July 2022). "Knowing but Not Enacting Leadership: Navigating the Leadership Knowing-Doing Gap in Leveraging Leadership Development". Academy of Management Learning & Education. doi:10.5465/amle.2020.0534. eISSN 1944-9585. ISSN 1537-260X.

[33] McLean, Elizabeth et al. The Social Consequences of Voice: An Examination of Voice Type and Gender on Status and Subsequent Leader Emergence. Academy of Management Journal (2018) {doi|10.5465/amj.2016.0148}}}

[34] Benson et al (2017). Promotions and the Peter Principle. Benson, Alan and Li, Danielle and Shue, Kelly, Promotions and the Peter Principle (February 12, 2018). Available at SSRN: https://ssrn.com/abstract=3047193 or doi:10.2139/ssrn.3047193

[35] Gerpott, F. H., Lehmann-Willenbrock, N., Silvis, J. D., & Van Vugt, M. (2017). In the eye of the beholder? An eye-tracking experiment on emergent leadership in team interactions. The Leadership Quarterly. doi:10.1016/j.leaqua.2017.11.003

[Grant2011-36] Grant, A. M., Gino, F., Hofmann, D. A. (June 2011). "Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity". Academy of Management Journal. Academy of Management. 54 (3): 528–550. doi:10.5465/amj.2011.61968043. ISSN 0001-4273. Retrieved 3 August 2023.

[37] O’Reilly, C. A., Chatman, J. A., Doerr, B. (1 September 2021). "When "Me" Trumps "We": Narcissistic Leaders and the Cultures They Create". Academy of Management Discoveries. Academy of Management. 7 (3): 419–450. doi:10.5465/amd.2019.0163.

[38] Van Vugt, M. (2006). Evolutionary Origins of Leadership and Followership. Personality and Social Psychology Review, 10(4), 354–371. doi:10.1207/s15327957pspr1004_5

[39] Cliffe S. “Leadership Qualities” vs. Competence: Which Matters More? HBR November, 2015. Available at https://hbr.org/2015/11/leadership-qualities-vs-competence-which-matters-more

[Woolley_Chabris_Pentland_Hashmi_2010_pp._686–688-40] Woolley, Anita Williams; Chabris, Christopher F.; Pentland, Alex; Hashmi, Nada; Malone, Thomas W. (2010-10-29). "Evidence for a Collective Intelligence Factor in the Performance of Human Groups". Science. American Association for the Advancement of Science (AAAS). 330 (6004): 686–688. doi:10.1126/science.1193147. ISSN 0036-8075.

[Eagly_Johannesen-Schmidt_van_Engen_2003_pp._569–591-41] Eagly, Alice H.; Johannesen-Schmidt, Mary C.; van Engen, Marloes L. (2003). "Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men". Psychological Bulletin. American Psychological Association (APA). 129 (4): 569–591. doi:10.1037/0033-2909.129.4.569. ISSN 1939-1455.

[10.3386/w26484-42] He, Joyce; Kang, Sonia; Lacetera, Nicola (2019). Leaning In or Not Leaning Out? Opt-Out Choice Framing Attenuates Gender Differences in the Decision to Compete (Report). Cambridge, MA: National Bureau of Economic Research. doi:10.3386/w26484.

[10.1093/qje/qjac003-43] Exley, Christine L; Kessler, Judd B (2022-01-21). "The Gender Gap in Self-Promotion". The Quarterly Journal of Economics. Oxford University Press (OUP). 137 (3): 1345–1381. doi:10.1093/qje/qjac003. ISSN 0033-5533.

[Eckel-44] Eckel, C., Gangadharan, L., Grossman, P. J., & Xue, N. (2021). The gender leadership gap: Insights from experiments. A Research Agenda for Experimental Economics, 137-162.

[45] ttps://www.ocf.berkeley.edu/~johnlab/bfi.htm

[46] Mayo. If humble people make better leaders, why do we fall for charismatic narcissists. Harvard Business Review. 2017

[pmid18794326-47] Brunell AB, Gentry WA, Campbell WK, Hoffman BJ, Kuhnert KW, Demarree KG (2008). "Leader emergence: the case of the narcissistic leader". Pers Soc Psychol Bull. 34 (12): 1663–76. doi:10.1177/0146167208324101. PMID 18794326.

[Van_Velsor1993-48] 48.0 ^48.1 Van Velsor, E., Taylor, S., & Leslie, J. B. (1993). An examination of the relationships among self‐perception accuracy, self‐awareness, gender, and leader effectiveness. Human Resource Management, 32(2‐3), 249-263. doi:10.1002/hrm.3930320205

[49] Giambatista, Robert C., and J. Duane Hoover. "An Exploration of Overconfidence in Experiential Learning of Behavioral Skills among MBA Students." Developments in Business Simulation and Experiential Learning 41 (2014).

[Bass_Yammarino_1991_pp._437–454-50] Bass, Bernard M.; Yammarino, Francis J. (1991). "Congruence of Self and Others' Leadership Ratings of Naval Officers for Understanding Successful Performance". Applied Psychology. Wiley-Blackwell. 40 (4): 437–454. doi:10.1111/j.1464-0597.1991.tb01002.x. ISSN 0269-994X.

[ATWATER_YAMMARINO_1992_pp._141–164-51] Atwater, Leanne E., and Francis J. Yammarino. "Does self‐other agreement on leadership perceptions moderate the validity of leadership and performance predictions?." Personnel Psychology 45.1 (1992): 141-164. doi:10.1111/j.1744-6570.1992.tb00848.x

[52] Sheldon, Oliver J., David Dunning, and Daniel R. Ames. "Emotionally unskilled, unaware, and uninterested in learning more: Reactions to feedback about deficits in emotional intelligence." Journal of Applied Psychology 99.1 (2014): 125. doi:10.1037/a0034138

[BelmiNeale2019-53] Belmi, Peter; Neale, Margaret A.; Reiff, David; Ulfe, Rosemary (2019). "The social advantage of miscalibrated individuals: The relationship between social class and overconfidence and its implications for class-based inequality". Journal of Personality and Social Psychology. doi:10.1037/pspi0000187. ISSN 1939-1315.

[JudgeBono2001-54] 54.0 ^54.1 ^54.2 Judge, Timothy A.; Bono, Joyce E. (2001). "Relationship of core self-evaluations traits—self-esteem, generalized self-efficacy, locus of control, and emotional stability—with job satisfaction and job performance: A meta-analysis". Journal of Applied Psychology. 86 (1): 80–92. doi:10.1037/0021-9010.86.1.80. ISSN 1939-1854.

[StockGroß2019-55] Stock, Ruth; Groß, Matthias; Xin, Katherine R. (2019). "Will Self-Love Take a Fall? Effects of Top Executives' Positive Self-Regard on Firm Innovativeness". Journal of Product Innovation Management. 36 (1): 41–65. doi:10.1111/jpim.12443. ISSN 0737-6782.

[FastBurris2014-56] Fast, Nathanael J.; Burris, Ethan R.; Bartel, Caroline A. (2014). "Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice". Academy of Management Journal. 57 (4): 1013–1034. doi:10.5465/amj.2012.0393. ISSN 0001-4273.

[57] Owens, B. P., Wallace, A. S., & Waldman, D. A. (2015). Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. Journal of Applied Psychology, 100(4), 1203. doi:10.1037/a0038698

[58] Mao, J., Chiu, C.-Y. (Chad), Owens, B. P., Brown, J. A., & Liao, J. (n.d.). Growing Followers: Exploring the Effects of Leader Humility on Follower Self-Expansion, Self-Efficacy, and Performance. Journal of Management Studies, 0(ja). Template:10.1111/joms.12395

[59] Hu, J., Erdogan, B., Jiang, K., Bauer, T. N., & Liu, S. (2018). Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance. Journal of Applied Psychology, 103(3), 313–323. doi:10.1037/apl0000277

[LeblancRousseauHarvey2022-60] Leblanc, Pierre‐Marc; Rousseau, Vincent; Harvey, Jean‐François (8 June 2022). "Leader humility and team innovation: The role of team reflexivity and team proactive personality". Journal of Organizational Behavior. 43 (8): 1396–1409. doi:10.1002/job.2648. eISSN 1099-1379. ISSN 0894-3796.

[61] Miller, D., Xu, X., & Mehrotra, V. (2015). When is human capital a valuable resource? The performance effects of Ivy League selection among celebrated CEOs. Strategic Management Journal, 36(6), 930-944. doi:10.1002/smj.2251

[62] Miller, D., & Xu, X. (2016). A fleeting glory: Self-serving behavior among celebrated MBA CEOs. Journal of Management Inquiry, 25(3), 286-300. doi:10.1177/1056492615607975

[63] King, T., Srivastav, A., & Williams, J. (2016). What's in an education? Implications of CEO education for bank performance. Journal of Corporate Finance, 37, 287-308. doi:10.1016/j.jcorpfin.2016.01.003

[64] Miller, D., & Xu, X. (2017). MBA CEOs, Short-Term Management and Performance. Journal of Business Ethics, 1-16. doi:10.1007/s10551-017-3450-5

[65] Miller, Danny, and Xiaowei Xu. 2016. “A Fleeting Glory: Self-Serving Behavior Among Celebrated MBA CEOs.” Journal of Management Inquiry 25 (3): 286–300. doi:10.1177/1056492615607975

[66] Miller, D. (2017). Business education and executive opportunism-The case of MBAs. Revue française de gestion. doi:10.3166/rfg.2017.00143

[67] Charlier, S. D., Brown, K. G., & Rynes, S. L. (2011). Teaching Evidence-Based Management in MBA Programs: What Evidence Is There? Academy of Management Learning & Education, 10(2), 222–236. doi:10.5465/amle.10.2.zqr222

[68] Lacerenza, C. N., Reyes, D. L., Marlow, S. L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 102(12), 1686.

[pmid23524921-69] Straus SE, Soobiah C, Levinson W (2013). "The impact of leadership training programs on physicians in academic medical centers: a systematic review". Acad Med. 88 (5): 710–23. doi:10.1097/ACM.0b013e31828af493. PMID 23524921.

[SpreitzerQuinn2016-70] Spreitzer, Gretchen M.; Quinn, Robert E. (2016). "Empowering Middle Managers to be Transformational Leaders". The Journal of Applied Behavioral Science. 32 (3): 237–261. doi:10.1177/0021886396323001. ISSN 0021-8863.

[pmid29355187-71] Sonnino RE (2016). "Health care leadership development and training: progress and pitfalls". J Healthc Leadersh. 8: 19–29. doi:10.2147/JHL.S68068. PMC 5741005. PMID 29355187.

[pmid28391712-72] Crowe D, Garman AN, Li CC, Helton J, Anderson MM, Butler P (2017). "Leadership development practices and hospital financial outcomes". Health Serv Manage Res. 30 (3): 140–147. doi:10.1177/0951484817702564. PMID 28391712.

[73] Lewin, Kurt, and Ronald Lippitt. “An Experimental Approach to the Study of Autocracy and Democracy: A Preliminary Note.” Sociometry, vol. 1, no. 3/4, 1938, pp. 292–300. JSTOR, http://www.jstor.org/stable/2785585.

[74] Weber, Max, Alexander Morell Henderson, and Talcott Parsons. "The theory of social and economic organization, 1st Amer." (1947). ISBN 0684836408

[75] McGregor D. The Human Side of Enterprise. 1st edition. New York: McGraw-Hill; 1960. 256 p. ISBN 978-0-07-045092-9

[76] Burns, J. M. G. (1978). Leadership. New York: Harper & Row.

[77] Bass, MB (1985). Leadership and performance beyond expectations. New York: Free Press.

[78] Bass MB. The Future of Leadership in Learning Organizations. J of Leadership & Organizational Studies 2000 doi:10.1177%2F107179190000700302

[79] Bass, Bernard M. "Does the transactional–transformational leadership paradigm transcend organizational and national boundaries?." American psychologist 52.2 (1997): 130. doi:10.1037/0003-066X.52.2.130

[pmid25796117-80] Shanafelt TD, Gorringe G, Menaker R, Storz KA, Reeves D, Buskirk SJ; et al. (2015). "Impact of organizational leadership on physician burnout and satisfaction". Mayo Clin Proc. 90 (4): 432–40. doi:10.1016/j.mayocp.2015.01.012. PMID 25796117.

[pmid32247343-81] Dyrbye LN, Major-Elechi B, Hays JT, Fraser CH, Buskirk SJ, West CP (2020). "Relationship Between Organizational Leadership and Health Care Employee Burnout and Satisfaction". Mayo Clin Proc. 95 (4): 698–708. doi:10.1016/j.mayocp.2019.10.041. PMID 32247343 Check |pmid= value (help).

[pmid24490967-82] Courtright SH, Colbert AE, Choi D (2014). "Fired up or burned out? How developmental challenge differentially impacts leader behavior". J Appl Psychol. 99 (4): 681–96. doi:10.1037/a0035790. PMID 24490967.

[pmid25844908-83] Arnold KA, Connelly CE, Walsh MM, Ginis KA (2015). "Leadership styles, emotion regulation, and burnout". J Occup Health Psychol. 20 (4): 481–90. doi:10.1037/a0039045. PMID 25844908.

[84] Aasland; Merethe Schanke; Skogstad; Anders; Notelaers; Guy; Nielsen, Morten Birkeland; & Einarsen, Ståle. (2010). The Prevalence of Destructive Leadership Behaviour. British Journal of Management, 21(2), 438–452. doi:10.1111/j.1467-8551.2009.00672.x

[pmid16330822-85] 85.0 ^85.1 Xirasagar S, Samuels ME, Stoskopf CH (2005). "Physician leadership styles and effectiveness: an empirical study". Med Care Res Rev. 62 (6): 720–40. doi:10.1177/1077558705281063. PMID 16330822.

[86] Wellman, N., Newton, D. W., Wang, D., Wei, W., Waldman, D. A., & LePine, J. A. (n.d.). Meeting the need or falling in line? The effect of laissez-faire formal leaders on informal leadership. Personnel Psychology, 0(ja). doi:10.1111/peps.12308

[pmid19579573-87] 87.0 ^87.1 Xirasagar S (2008). "Transformational, transactional among physician and laissez-faire leadership among physician executives". J Health Organ Manag. 22 (6): 599–613. doi:10.1108/14777260810916579. PMID 19579573.

[pmid15506869-88] 88.0 ^88.1 Bono JE, Judge TA (2004). "Personality and transformational and transactional leadership: a meta-analysis". J Appl Psychol. 89 (5): 901–10. doi:10.1037/0021-9010.89.5.901. PMID 15506869.

[89] Lorinkova NM, Pearsall MJ, Sims HP. Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams. ACAD MANAGE J. 2013 Apr 1;56(2):573–96.

[Judge_Piccolo_2004_pp._755–768-90] Judge, Timothy A.; Piccolo, Ronald F. (2004). "Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity". Journal of Applied Psychology. American Psychological Association (APA). 89 (5): 755–768. doi:10.1037/0021-9010.89.5.755. ISSN 1939-1854.

[pmid27293380-91] Asiri SA, Rohrer WW, Al-Surimi K, Da'ar OO, Ahmed A (2016). "The association of leadership styles and empowerment with nurses' organizational commitment in an acute health care setting: a cross-sectional study". BMC Nurs. 15: 38. doi:10.1186/s12912-016-0161-7. PMC 4901399. PMID 27293380.

[Kakkar_Sivanathan_2022_pp._1706–1724-92] Kakkar, Hemant; Sivanathan, Niro (2022). "The impact of leader dominance on employees' zero-sum mindset and helping behavior". Journal of Applied Psychology. American Psychological Association (APA). 107 (10): 1706–1724. doi:10.1037/apl0000980. ISSN 1939-1854.

[Gong2009-93] 93.0 ^93.1 ^93.2 ^93.3 ^93.4 Gong, Y., Huang, J.-C., Farh, J.-L. (August 2009). "Employee Learning Orientation, Transformational Leadership, and Employee Creativity: The Mediating Role of Employee Creative Self-Efficacy". Academy of Management Journal. Academy of Management. 52 (4): 765–778. doi:10.5465/amj.2009.43670890. ISSN 0001-4273. Retrieved 9 July 2023.

[Aviolo2010-94] 94.0 ^94.1 ^94.2 ^94.3 Avolio, B. J., Bass, B. M., Jung, D. I. (1999). "Re-examining the components of transformational and transactional leadership using the Multifactor Leadership". Journal of Occupational and Organizational Psychology. 72 (4): 441–462. doi:10.1348/096317999166789. ISSN 2044-8325. Retrieved 9 July 2023.

[GrantHofmann2011-95] Grant, Adam M.; Hofmann, David A. (2011). "Outsourcing inspiration: The performance effects of ideological messages from leaders and beneficiaries". Organizational Behavior and Human Decision Processes. 116 (2): 173–187. doi:10.1016/j.obhdp.2011.06.005. ISSN 0749-5978.

[Antonakis_Fenley_Liechti_2011_pp._374–396-96] Antonakis, John; Fenley, Marika; Liechti, Sue (2011). "Can Charisma Be Taught? Tests of Two Interventions". Academy of Management Learning & Education. Academy of Management. 10 (3): 374–396. doi:10.5465/amle.2010.0012. ISSN 1537-260X.

[pmid16708688-97] Spinelli RJ (2006). "The applicability of Bass's model of transformational, transactional, and laissez-faire leadership in the hospital administrative environment". Hosp Top. 84 (2): 11–8. doi:10.3200/HTPS.84.2.11-19. PMID 16708688.

[pmid27631555-98] Hildenbrand K, Sacramento CA, Binnewies C (2016). "Transformational Leadership and Burnout: The Role of Thriving and Followers' Openness to Experience". J Occup Health Psychol. doi:10.1037/ocp0000051. PMID 27631555.

[99] Raes, Elisabeth, et al. "Facilitating team learning through transformational leadership." Instructional Science 41.2 (2013): 287-305. doi:10.1007/s11251-012-9228-3

[100] Gregory Stone, A., Robert F. Russell, and Kathleen Patterson. "Transformational versus leadership: A difference in leader focus." Leadership & Organization Development Journal 25.4 (2004): 349-361. doi:10.1108/01437730410538671

[101] Lin S, Scott BA, Matta FK (2018). “The Dark Side of Transformational Leader Behaviors for Leader Themselves: A Conservation of Resources Perspective.” Academy of Management Journal, October. doi:10.5465/amj.2016.1255

[102] Bass BM, Avolio BJ. The Multifactor Leadership Questionnaire (form R, revised) Palo Alto, CA: Mind Garden, Inc; 1995. Available at https://www.mindgarden.com/16-multifactor-leadership-questionnaire

[pmid20509734-103] Edwards JR, Knight DK, Broome KM, Flynn PM (2010). "The development and validation of a transformational leadership survey for substance use treatment programs". Subst Use Misuse. 45 (9): 1279–302. doi:10.3109/10826081003682834. PMC 4006131. PMID 20509734.

[ISBN978-0-7879-5583-0-104] 104.0 ^104.1 Spreitzer, Gretchen M., and Robert E. Quinn. 2001. A Company of Leaders: Five Disciplines for Unleashing the Power in Your Workforce. 1 edition. San Francisco, Calif: Jossey-Bass. ISBN 978-0-7879-5583-0

[Uhl-BienArena2018-105] 105.0 ^105.1 ^105.2 Uhl-Bien, Mary; Arena, Michael (2018). "Leadership for organizational adaptability: A theoretical synthesis and integrative framework". The Leadership Quarterly. 29 (1): 89–104. doi:10.1016/j.leaqua.2017.12.009. ISSN 1048-9843.

[106] Lusiani, M., & Langley, A. (2018). The social construction of strategic coherence: Practices of enabling leadership. Long Range Planning. doi:10.1016/j.lrp.2018.05.006

[Uhl-Bien,Arena.2017-107] 107.0 ^107.1 ^107.2 ^107.3 Uhl-Bien, Mary, and Michael Arena. 2017. “Complexity Leadership: Enabling People and Organizations for Adaptability.” Organizational Dynamics 46 (1): 9–20. doi:10.1016/j.orgdyn.2016.12.001

[Seibert2011-108] 108.0 ^108.1 Seibert, Scott E., Gang Wang, and Stephen H. Courtright. "Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review." (2011): 981. doi:10.1037/a0022676

[109] Drasgow, 1994 ('Empowered work groups: conceptual and empirical assessment of empowering processes and outcomes in organization': Paper presented as part of a annual meetings of the Society of the Industrial and Organizational Psychologists, TN, U.S.A.

[110] Manz, C. C. and Sims, H. P. Jr. (1987). 'Leading workers to lead themselves: the external leadership of self- managed work teams', Administrative Science Quarterly, 32, 106-128 JSTOR

[Nix2000-111] 111.0 ^111.1 Nix, Glen A., et al. "Revitalization through self-regulation: The effects of autonomous and controlled motivation on happiness and vitality." Journal of Experimental Social Psychology 35.3 (1999): 266-284. doi:10.1006/jesp.1999.1382

[112] Fernet, Claude, et al. "How do job characteristics contribute to burnout? Exploring the distinct mediating roles of perceived autonomy, competence, and relatedness." European Journal of Work and Organizational Psychology 22.2 (2013): 123-137. doi:10.1080/1359432X.2011.632161

[113] Meuser, Jeremy D., et al. "A network analysis of leadership theory: The infancy of integration." Journal of Management 42.5 (2016): 1374-1403. doi:10.1177/0149206316647099

[114] Fierz, W., Cultivating complex ICT in health care: the gardeners perspective. Available at https://www.academia.edu/download/69792708/Cultivating_complex_ICT_in_health_care_t20210917-17528-1x8e4vz.pdf

[115] McChrystal GS, Collins T, Silverman D, Fussell C. Team of Teams: New Rules of Engagement for a Complex World. 1 edition. Portfolio; 2015. 289 p. ISBN 1591847486

[Greenlead1973-116] Greenleaf RK. The Servant As Leader. Rev. ed. Cambridge Mass: Center for Applied Studies; 1973. https://www.worldcat.org/title/1839828

[Greenlead1977-117] Greenleaf RK. Servant Leadership : A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press; 1977. https://www.worldcat.org/title/2985632

[XuWang2019-118] Xu, Angela J.; Wang, Lei (2019). "How and When Servant Leaders Enable Collective Thriving: The Role of Team–Member Exchange and Political Climate". British Journal of Management. doi:10.1111/1467-8551.12358. ISSN 1045-3172.

[119] Brière, Mathilde; Roy, Jeanne Le; Meier, Olivier. "Linking servant leadership to positive deviant behavior: The mediating role of self-determination theory". Journal of Applied Social Psychology. n/a (n/a). doi:10.1111/jasp.12716. ISSN 1559-1816. Retrieved 2020-10-21.

[Covey2006-120] Covey, S. R. (2006). "Servant-Leadership and Community Leadership in the 21st Century". The International Journal of Servant-Leadership. International Journal of Servant-Leadership Gonzaga University. 2 (1): 103–109. ISSN 2160-8164. Retrieved 31 May 2023. PDF

[Spears2004-121] Spears, L. C. (Fall 2004). "Practicing servant-leadership". Leader to Leader. Wiley Periodicals Inc. 2004 (34): 7–11. ISSN 1087-8149. Retrieved 31 May 2023.

[122] D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations. Journal of Management, 42(7), 1964–1991. doi:10.1177/0149206314525205

[123] Pearce, C. L., & Conger, J. A. (2002). Shared leadership: Reframing the hows and whys of leadership. Sage. ISBN ISBN 1452276765

[124] Gilson, L., & Agyepong, I. A. (2018). Strengthening health system leadership for better governance: what does it take? Health Policy and Planning, 33(suppl_2), ii1–ii4. doi:10.1093/heapol/czy052

[125] Rigby, D. Bureaucracy Can Drain Your Company’s Energy. Agile Can Restore It; Harvard Business Review 2018

[pmid23372580-126] Gauld R, Blank R, Burgers J, Cohen AB, Dobrow M, Ikegami N; et al. (2012). "The World Health Report 2008 - Primary Healthcare: How Wide Is the Gap between Its Agenda and Implementation in 12 High-Income Health Systems?". Healthc Policy. 7 (3): 38–58. PMC 3298021. PMID 23372580.

[127] Stewart, G. L., Astrove, S. L., Reeves, C. J., Crawford, E. R., & Solimeo, S. (2017). Those with the most find it hardest to share: Exploring leader resistance to the implementation of team-based empowerment. Academy of Management Journal, amj-2015 doi:10.5465/amj.2015.1173

[128] Wang, Danni, David A. Waldman, and Zhen Zhang. 2014. “A Meta-Analysis of Shared Leadership and Team Effectiveness.” Journal of Applied Psychology 99 (2): 181–98. doi:10.1037/a0034531

[129] D’Innocenzo, Lauren, Margaret M. Luciano, John E. Mathieu, M. Travis Maynard, and Gilad Chen. 2015. “Empowered to Perform: A Multilevel Investigation of the Influence of Empowerment on Performance in Hospital Units.” Academy of Management Journal 59 (4): 1290–1307. doi:10.5465/amj.2013.1073

[130] D’Innocenzo, Lauren, John E. Mathieu, and Michael R. Kukenberger. 2016. “A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations.” Journal of Management 42 (7): 1964–91. doi:10.1177/0149206314525205

[131] trappen H. Wirtz F. When to Decentralize Decision Making, and When Not To. Harvard Business Review 2017. Available at https://hbr.org/2017/12/when-to-decentralize-decision-making-and-when-not-to

[132] Vantrappen, Herman, and Frederic Wirtz. “When to Decentralize Decision Making, and When Not To.” Subsidiarity, Dec. 2017

[133] Pius XI. “Quadragesimo Anno.” The Holy See, 15 May 1931

[134] Cheong, Minyoung, Francis J. Yammarino, Shelley D. Dionne, Seth M. Spain, and Chou-Yu Tsai. 2018. “A Review of the Effectiveness of Empowering Leadership.” The Leadership Quarterly, September. doi:10.1016/j.leaqua.2018.08.005

[135] Arnold, Josh A., et al. "The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors." Journal of Organizational Behavior (2000): 249-269. JSTOR

[136] Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177. doi:10.1016/j.leaqua.2008.01.006

[137] Lee, Allan, et al. “Empowering Leadership: A Meta-Analytic Examination of Incremental Contribution, Mediation, and Moderation.” Journal of Organizational Behavior, vol. 39, no. 3, Mar. 2018, pp. 306–25. Wiley Online Library, doi:10.1002/job.2220.

[138] Kim, M., Beehr, T. A., & Prewett, M. S. (2018). Employee Responses to Empowering Leadership: A Meta-Analysis. Journal of Leadership & Organizational Studies, 1548051817750538. doi:10.1177/1548051817750538

[139] Zhang, Xiaomeng, and Kathryn M. Bartol. "Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement." Academy of management journal 53.1 (2010): 107-128. doi:10.5465/AMJ.2010.48037118

[140] Birdi, Kamal, et al. "The impact of human resource and operational management practices on company productivity: A longitudinal study." Personnel Psychology 61.3 (2008): 467-501. doi:10.1111/j.1744-6570.2008.00136.x

[141] Srivastava, Abhishek, Kathryn M. Bartol, and Edwin A. Locke. "Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance." Academy of management journal 49.6 (2006): 1239-1251. doi:10.5465/AMJ.2006.23478718

[142] Lee, Michelle Chin Chin, Mohd Awang Idris, and Paul H. Delfabbro. "The Linkages Between Hierarchical Culture and Empowering Leadership and Their Effects on Employees’ Work Engagement: Work Meaningfulness as a Mediator." (2016) doi:10.1037/str0000043

[pmid24486078-143] Trastek VF, Hamilton NW, Niles EE (2014). "Leadership models in health care - a case for servant leadership". Mayo Clin Proc. 89 (3): 374–81. doi:10.1016/j.mayocp.2013.10.012. PMID 24486078.

[pmid12470112-144] Schwartz RW, Tumblin TF (2002). "The power of leadership to transform health care organizations for the 21st-century economy". Arch Surg. 137 (12): 1419–27, discussion 1427. PMID 12470112.

[pmid26802752-145] Feussner JR, Landefeld CS, Weinberger SE (2016). "Change, Challenge and Opportunity: Departments of Medicine and Their Leaders". Am J Med Sci. 351 (1): 3–10. doi:10.1016/j.amjms.2015.10.008. PMID 26802752.

[146] Peterson, S. J., Galvin, B. M., & Lange, D. (2012). CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65(3), 565-596. doi:10.1111/j.1744-6570.2012.01253.x

[147] Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2013). Servant Leadership and Serving Culture: Influence on Individual and Unit Performance. Academy of Management Journal, 57(5), 1434–1452. Template:10.5465/amj.2013.0034

[148] Gillet, J., Cartwright, E., & Vugt, M. van. (2011). Selfish or servant leadership? Evolutionary predictions on leadership personalities in coordination games. Personality and Individual Differences, 51(3), 231–236. https://doi.org/10.1016/j.paid.2010.06.003

[149] Cheong, Minyoung; Spain, Seth M.; Yammarino, Francis J.; Yun, Seokhwa (2016-08-01). "Two faces of empowering leadership: Enabling and burdening". The Leadership Quarterly. 27 (4): 602–616. doi:10.1016/j.leaqua.2016.01.006. ISSN 1048-9843. Retrieved 2018-03-07.

[150] Tannenbaum, R. & Schmidt, W. (1958) “How to choose a leadership pattern” Harvard Business Review 36(2), pp.95-101

[151] Tannenbaum, R. & Schmidt, W. (1973) “How to choose a leadership pattern” Harvard Business Review 36(2), pp.95-101

[152] Hersey, P. & Blanchard, K. H. (1969). "Life cycle theory of leadership". Training and Development Journal. 23 (5): 26–34.

[153] Vroom, Victor H.; Yetton, Phillip W. (1973). Leadership and Decision-Making. Pittsburgh: University of Pittsburgh Press. ISBN 0-8229-3266-0.

[154] Heifetz, R. A., & Laurie, D. L. (1997). "The work of leadership". Harvard business review, 75(1), 124. PMID 10174450

[Nederveen_PieterseHollenbeck2019-155] Nederveen Pieterse, Anne; Hollenbeck, John R.; van Knippenberg, Daan; Spitzmüller, Matthias; Dimotakis, Nikos; Karam, Elizabeth P.; Sleesman, Dustin J. (2019). "Hierarchical leadership versus self-management in teams: Goal orientation diversity as moderator of their relative effectiveness". The Leadership Quarterly. 30 (6): 101343. doi:10.1016/j.leaqua.2019.101343. ISSN 1048-9843.

[156] Kruglanski, A. W., Pierro, A., & Higgins, E. T. (2007). Regulatory Mode and Preferred Leadership Styles: How Fit Increases Job Satisfaction. Basic and Applied Social Psychology, 29(2), 137–149. doi:10.1080/01973530701331700

[157] Brockner, J., & Higgins, E. T. (2001). Regulatory Focus Theory: Implications for the Study of Emotions at Work. Organizational Behavior and Human Decision Processes, 86(1), 35–66. doi:10.1006/obhd.2001.2972

[158] Andiappan, M., & Dufour, L. (2018). Jealousy at work: A tripartite model. Academy of Management Review. hdoi:10.5465/amr.2016.0299

[GottfredsonReina2019-159] Gottfredson, Ryan K.; Reina, Christopher S. (2019). "Exploring why leaders do what they do: An integrative review of the situation-trait approach and situation-encoding schemas". The Leadership Quarterly: 101373. doi:10.1016/j.leaqua.2019.101373. ISSN 1048-9843.

[160] Gottfredson R, Reina C. To Be a Great Leader, You Need the Right Mindset. Harvard Business Review. 2020 Available at

[Dweck1986-161] Dweck, Carol S. (1986). "Motivational processes affecting learning". American Psychologist. 41 (10): 1040–1048. doi:10.1037/0003-066X.41.10.1040. ISSN 1935-990X.

[162] Dweck, C. S. (2016). Mindset: The new psychology of success. Ballentine Books. ISBN 9780345472328

[RogersChristianJennings2022-163] Rogers, Benjamin; Christian, Jessica; Jennings, Remy; Lanaj, Klodiana (29 July 2022). "The Growth Mindset at Work: Will Employees Help Others to Develop Themselves?". Academy of Management Discoveries. doi:10.5465/amd.2021.0144. eISSN 2168-1007.

[Morais‐StorzNguyen2020-164] Morais‐Storz, Marta; Nguyen, Nhien; Sætre, Alf Steinar (2020). "Post‐Failure Success: Sensemaking in Problem Representation Reformulation". Journal of Product Innovation Management. 37 (6): 483–505. doi:10.1111/jpim.12552. ISSN 0737-6782.

[165] Hill, Edwyna T.; Matta, Fadel K.; Mitchell, Marie S. (2021-08). "Seeing the Glass as Half Full or Half Empty: The Role of Affect-induced Optimistic and Pessimistic States on Justice Perceptions and Outcomes". Academy of Management Journal. 64 (4): 1265–1287. doi:10.5465/amj.2018.1282. ISSN 1948-0989 0001-4273, 1948-0989 Check |issn= value (help). Retrieved 2021-09-15. Check date values in: |date= (help)

[166] Coutifaris, C. G. V., & Grant, A. M. (2021). Taking Your Team Behind the Curtain: The Effects of Leader Feedback-Sharing and Feedback-Seeking on Team Psychological Safety. Organization Science. https://doi.org/10.1287/orsc.2021.1498

[167] Storms, G. (2021, September 29). To Inspire Your Team, Share More of Yourself. Harvard Business Review. https://hbr.org/2021/09/to-inspire-your-team-share-more-of-yourself

[168] O’Reilly, C. A., Chatman, J. A., & Doerr, B. (2021). When “Me” Trumps “We”: Narcissistic Leaders and the Cultures They Create. Academy of Management Discoveries, 7(3), 419–450. https://doi.org/10.5465/amd.2019.0163

[FlynnLide2022-169] Flynn, Francis J; Lide, Chelsea R (25 July 2022). "Communication Miscalibration: The Price Leaders Pay for Not Sharing Enough". Academy of Management Journal. doi:10.5465/amj.2021.0245. eISSN 1948-0989. ISSN 0001-4273.

[ZhuJia2021-170] Zhu, David H.; Jia, Liangding; Li, Fei (2021). "Too Much on the Plate? How Executive Job Demands Harm Firm Innovation and Reduce Share of Exploratory Innovations". Academy of Management Journal. doi:10.5465/amj.2019.0334. ISSN 0001-4273.

[Uhl-Bien,_2007-171] 171.0 ^171.1 ^171.2 Uhl-Bien, Mary; Marion, Russ; McKelvey, Bill (2007). "Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era". The Leadership Quarterly. 18 (4): 298–318. doi:10.1016/j.leaqua.2007.04.002.

[Uhl-Bien,_2018-172] 172.0 ^172.1 Uhl-Bien, Mary; Arena, Michael (2018). "Leadership for organizational adaptability: A theoretical synthesis and integrative framework". The Leadership Quarterly. 29 (1): 89–104. doi:10.1016/j.leaqua.2017.12.009.

[pmid10710732-173] 173.0 ^173.1 Anderson RA, McDaniel RR (2000). "Managing health care organizations: where professionalism meets complexity science". Health Care Manage Rev. 25 (1): 83–92. PMID 10710732.

[174] Plsek, Paul. "Redesigning health care with insights from the science of complex systems." Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.

[PottsThompson2017-175] Potts, Jennifer; Thompson, Randy; Merchant, Robert; Ciemins, Elizabeth L.; Bush, Roger W.; Anderson, Ruth A.; Lindberg, Curt (2017). "Learning: Contemplating the unexamined core of Learning Health Systems". Learning Health Systems. 1 (4): e10036. doi:10.1002/lrh2.10036. ISSN 2379-6146.

[pmid30709082-176] 176.0 ^176.1 ^176.2 Belrhiti Z, Nebot Giralt A, Marchal B (2018). "Complex Leadership in Healthcare: A Scoping Review". Int J Health Policy Manag. 7 (12): 1073–1084. doi:10.15171/ijhpm.2018.75. PMC 6358662. PMID 30709082.

[177] Bass, B. J., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, & managerial implications (4th ed.). New York, NY: Free Press. ISBN 978-0743215527

[Hazy,Pottras.2018-178] 178.0 ^178.1 Hazy, J. K., & Prottas, D. J. (2018). Complexity Leadership: Construct Validation of an Instrument to Assess Generative and Administrative Leadership Modes. Journal of Managerial Issues, 30(3), 325.

[Hazy,Uhl-Bien.2015-179] 179.0 ^179.1 Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. doi:10.1177/1742715013511483

[doi10.1016/j.leaqua.2007.04.002-180] 180.0 ^180.1 Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.doi:10.1016/j.leaqua.2007.04.002

[pmid11576986-181] Plsek PE, Wilson T (2001). "Complexity, leadership, and management in healthcare organisations". BMJ. 323 (7315): 746–9. PMC 1121291. PMID 11576986.

[182] Lanham, Holly Jordan, et al. "Trust and reflection in primary care practice redesign." Health services research 51.4 (2016): 1489-1514. doi:10.1111/1475-6773.12415

[183] Lichtenstein, Benyamin B., et al. "Complexity leadership theory: An interactive perspective on leading in complex systems." (2006)

[184] Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. doi:10.1016/j.leaqua.2007.04.002

[185] Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) doi:10.1093/oxfordhb/9780199755615.013.033

[186] Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., Orton, J. D., & Schreiber, C. (2006). Complexity leadership theory: An interactive perspective on leading in complex systems. Available at https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1007&context=managementfacpub

[Jasimuddin2018-187] 187.0 ^187.1 ^187.2 Jasimuddin, S. M., & Naqshbandi, M. M. (2018). Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals. International Business Review. doi:10.1016/j.ibusrev.2017.12.001

[188] Hazy, James K; Uhl-Bien, Mary (2014). "Changing the rules: The implications of complexity science for leadership research and practice". In David Day (ed.). The Oxford Handbook of Leadership and Organizations (1st ed.). New York: Oxford University Press. pp. 709–732. ISBN 978-0-19-975561-5.

[Bäcklander2019-189] Bäcklander, Gisela (2019). "Doing complexity leadership theory: How agile coaches at Spotify practise enabling leadership". Creativity and Innovation Management. 28 (1): 42–60. doi:10.1111/caim.12303. ISSN 0963-1690.

[pmid25241601-190] Pronovost PJ, Marsteller JA (2014). "Creating a fractal-based quality management infrastructure". J Health Organ Manag. 28 (4): 576–86. doi:10.1108/jhom-11-2013-0262. PMID 25241601.

[pmid26826071-191] Kravet SJ, Bailey J, Demski R, Pronovost P (2016). "Establishing an Ambulatory Medicine Quality and Safety Oversight Structure: Leveraging the Fractal Model". Acad Med. 91 (7): 962–6. doi:10.1097/ACM.0000000000001102. PMID 26826071.

[LindbergClancy2010-192] Lindberg, Curt; Clancy, Thomas R. (2010). "Positive Deviance". JONA: The Journal of Nursing Administration. 40 (4): 150–153. doi:10.1097/NNA.0b013e3181d40e39. ISSN 0002-0443.

[LindbergSchneider2013-193] Lindberg, Curt; Schneider, Marguerite (2013). "Combating infections at Maine Medical Center: Insights into complexity-informed leadership from positive deviance". Leadership. 9 (2): 229–253. doi:10.1177/1742715012468784. ISSN 1742-7150.

[pmid30398449-194] McLachlan S, Potts HWW, Dube K, Buchanan D, Lean S, Gallagher T; et al. (2018). "The Heimdall Framework for Supporting Characterisation of Learning Health Systems". J Innov Health Inform. 25 (2): 77–87. doi:10.14236/jhi.v25i2.996. PMID 30398449.

[Hazy,Prottas.2017-195] 195.0 ^195.1 Hazy, Jim; Prottas, David (2017-08-01). "How Complexity Leadership Enables Both Organizational Efficacy and Resilience". Academy of Management Proceedings. 2017 (1): 11352. doi:10.5465/AMBPP.2017.11352abstract. ISSN 0065-0668. Retrieved 2019-03-03.

[pmid20530398-196] Jaén CR, Crabtree BF, Palmer RF, Ferrer RL, Nutting PA, Miller WL; et al. (2010). "Methods for evaluating practice change toward a patient-centered medical home". Ann Fam Med. 8 Suppl 1: S9–20, S92. doi:10.1370/afm.1108. PMC 2885721. PMID 20530398.

[pmid21345225-197] Leykum LK, Palmer R, Lanham H, Jordan M, McDaniel RR, Noël PH; et al. (2011). "Reciprocal learning and chronic care model implementation in primary care: results from a new scale of learning in primary care". BMC Health Serv Res. 11: 44. doi:10.1186/1472-6963-11-44. PMC 3050698. PMID 21345225.

[van_den_BornMehraKilduff2022-198] van den Born, Floor; Mehra, Ajay; Kilduff, Martin (25 July 2022). "Network Leadership and Team Creativity: An Exploratory Study of New York City Jazz Bands". Academy of Management Discoveries. doi:10.5465/amd.2021.0092. eISSN 2168-1007.

[RerupGioiaCorley2022-199] Rerup, Claus; Gioia, Denny; Corley, Kevin (15 July 2022). "Identity Transitions via Subtle Adaptive Sensemaking: The Empirical Pursuit of the Intangible". Academy of Management Discoveries. doi:10.5465/amd.2019.0212. eISSN 2168-1007.

[HoeferGreen2016-200] Hoefer, Rolf L.; Green, Sandy E. (2016). "A Rhetorical Model of Institutional Decision Making: The Role of Rhetoric in the Formation and Change of Legitimacy Judgments". Academy of Management Review. 41 (1): 130–150. doi:10.5465/amr.2014.0330. ISSN 0363-7425.

[Braet1992-201] Braet, Antoine C. (1992). "Ethos, pathos and logos in Aristotle's Rhetoric: A re-examination". Argumentation. 6 (3): 307–320. doi:10.1007/BF00154696. ISSN 0920-427X.

[Varpio2018-202] Varpio, Lara (2018). "Using rhetorical appeals to credibility, logic, and emotions to increase your persuasiveness". Perspectives on Medical Education. 7 (3): 207–210. doi:10.1007/s40037-018-0420-2. ISSN 2212-2761.

[Green2004-203] Green, Sandy Edward (2004). "A Rhetorical Theory of Diffusion". Academy of Management Review. 29 (4): 653–669. doi:10.5465/amr.2004.14497653. ISSN 0363-7425.

[DuttonAshford1993-204] Dutton, Jane E.; Ashford, Susan J. (1993). "SELLING ISSUES TO TOP MANAGEMENT". Academy of Management Review. 18 (3): 397–428. doi:10.5465/amr.1993.9309035145. ISSN 0363-7425.

[DuttonAshford2001-205] Dutton, Jane E.; Ashford, Susan J.; O'Neill, Regina M.; Lawrence, Katherine A. (2001). "Moves that Matter: Issue Selling and Organizational Change". Academy of Management Journal. 44 (4): 716–736. doi:10.5465/3069412. ISSN 0001-4273.

[LuBartol2019-206] Lu, Shuye; Bartol, Kathryn M.; Venkataramani, Vijaya; Zheng, Xiaoming; Liu, Xin (2019). "Pitching Novel Ideas to the Boss: The Interactive Effects of Employees' Idea Enactment and Influence Tactics on Creativity Assessment and Implementation". Academy of Management Journal. 62 (2): 579–606. doi:10.5465/amj.2016.0942. ISSN 0001-4273.

[207] Chesbrough, H. (2003). The logic of open innovation: managing intellectual property. California Management Review, 45(3), 33-58. doi:10.2307/41166175

[208] Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence‐informed management knowledge by means of systematic review. British journal of management, 14(3), 207-222. {doi|10.1111/1467-8551.00375}}

[von_Hippel1986-209] von Hippel, Eric (1986). "Lead Users: A Source of Novel Product Concepts". Management Science. 32 (7): 791–805. doi:10.1287/mnsc.32.7.791. ISSN 0025-1909.

[210] Miller, Kent. “Responding to Fundamentalism: Secularism or Humble Faith?” The Academy of Management Perspectives, Jan. 2018, p. amp.2017.0101. amp.aom.org, doi:10.5465/amp.2017.0101.

[211] Neubert, Mitchell. “With or Without Spirit: Implications for Scholarship and Leadership.” The Academy of Management Perspectives, Mar. 2018, p. amp.2016.0172. amp.aom.org, doi:10.5465/amp.2016.0172

[Chow2019-212] Chow, Charles (2019). "Karma Yoga: Application of Gita (2:47) for Superior Business Performance During Industry 4.0": 103–135. doi:10.1007/978-3-319-99611-0_6. ISSN 2524-6070.

[SitzmannCampbell2021-213] Sitzmann, Traci; Campbell, Elizabeth M. (August 2021). "The Hidden Cost of Prayer: Religiosity and the Gender Wage Gap". Academy of Management Journal. 64 (4): 1016–1048. doi:10.5465/amj.2019.1254. eISSN 1948-0989. ISSN 0001-4273.

[MatusikMitchellHays2022-214] Matusik, James G.; Mitchell, Rebecca L.; Hays, Nicholas A.; Fath, Sean; Hollenbeck, John R. (October 2022). "The Highs and Lows of Hierarchy in Multiteam Systems". Academy of Management Journal. 65 (5): 1571–1592. doi:10.5465/amj.2020.0369. eISSN 1948-0989. ISSN 0001-4273.

[LorinkovaPearsallSims2013-215] Lorinkova, Natalia M.; Pearsall, Matthew J.; Sims, Henry P. (April 2013). "Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams". Academy of Management Journal. 56 (2): 573–596. doi:10.5465/amj.2011.0132. eISSN 1948-0989. ISSN 0001-4273.

[pmid23815455-216] Hogeveen J, Inzlicht M, Obhi SS (2014). "Power changes how the brain responds to others". J Exp Psychol Gen. 143 (2): 755–62. doi:10.1037/a0033477. PMID 23815455.

[pmid19213778-217] Owen D, Davidson J (2009). "Hubris syndrome: an acquired personality disorder? A study of US Presidents and UK Prime Ministers over the last 100 years". Brain. 132 (Pt 5): 1396–406. doi:10.1093/brain/awp008. PMID 19213778.

[218] Ottati, Victor, Erika D. Price, Chase Wilson, and Nathanael Sumaktoyo. 2015. “When Self-Perceptions of Expertise Increase Closed-Minded Cognition: The Earned Dogmatism Effect.” Journal of Experimental Social Psychology 61 (November): 131–38. doi:10.1016/j.jesp.2015.08.003

[HuBentler1999-219] Hu, Li‐tze; Bentler, Peter M. (1999). "Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives". Structural Equation Modeling: A Multidisciplinary Journal. 6 (1): 1–55. doi:10.1080/10705519909540118. ISSN 1070-5511.

[pmid23244224-220] Park TY, Shaw JD (2013). "Turnover rates and organizational performance: a meta-analysis". J Appl Psychol. 98 (2): 268–309. doi:10.1037/a0030723. PMID 23244224.

[1]

[2]

[3]

[4]

[5]

[6]

[7]

[8]

[9]

[10]

[11]

[12]

[13]

[14]

[15]

[16]

[17]

[18]

[19]

[20]

[21]

[22]

[23]

[24]

[25]

[26]

[27]

[28]

[29]

[30]

[31]

[32]

[33]

[34]

[35]

[36]

[37]

[38]

[39]

[40]

[41]

[42]

[43]

[44]

[45]

[46]

[47]

[48]

[49]

[50]

[51]

[52]

[53]

[54]

[55]

[56]

[57]

[58]

[59]

[60]

[61]

[62]

[63]

[64]

[65]

[66]

[67]

[68]

[69]

[70]

[71]

[72]

[73]

[74]

[75]

[76]

[77]

[78]

[79]

[80]

[81]

[82]

[83]

[84]

[85]

[86]

[87]

[88]

[89]

[90]

[91]

[92]

[93]

[94]

[95]

[96]

[97]

[98]

[99]

[100]

@@ Line 1: / Line 1: @@
-{{tocright}}
 {{CMG}}{{RGB}}
-'''{{PAGENAME}}''' is "the function of directing or controlling the actions or attitudes of an individual or group with more or less willing acquiescence of the followers".<ref>{{MeSH|Leadership }}</ref> It is possilbe that simply being an opinion leader may be effective<ref name="pmid31232458">{{cite journal| author=Flodgren G, O'Brien MA, Parmelli E, Grimshaw JM| title=Local opinion leaders: effects on professional practice and healthcare outcomes. | journal=Cochrane Database Syst Rev | year= 2019 | volume= 6 | issue=  | pages= CD000125 | pmid=31232458 | doi=10.1002/14651858.CD000125.pub5 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=31232458  }} </ref>.
+'''{{PAGENAME}}''' is "the function of directing or controlling the actions or attitudes of an individual or group with more or less willing acquiescence of the followers".<ref>{{MeSH|Leadership }}</ref> It is possible that simply being an opinion leader may be effective<ref name="pmid31232458">{{cite journal| author=Flodgren G, O'Brien MA, Parmelli E, Grimshaw JM| title=Local opinion leaders: effects on professional practice and healthcare outcomes. | journal=Cochrane Database Syst Rev | year= 2019 | volume= 6 | issue=  | pages= CD000125 | pmid=31232458 | doi=10.1002/14651858.CD000125.pub5 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=31232458  }} </ref>.
+Leadership styles have been reviewed<ref mame="Fischer2023">{{cite journal | vauthors=((Fischer, T.)), ((Sitkin, S. B.)) | journal=Academy of Management Annals | title=Leadership Styles: A Comprehensive Assessment and Way Forward | volume=17 | issue=1 | pages=331–372 | date= January 2023 | url=http://journals.aom.org/doi/full/10.5465/annals.2020.0340 | issn=1941-6520, 1941-6067 | doi=10.5465/annals.2020.0340 | access-date=9 July 2023}}
+</ref>
 Leadership development in health care is perceived as being many years behind that of other industries.<ref>McAlearney, Ann Scheck. "Leadership development in healthcare: a qualitative study." Journal of Organizational Behavior 27.7 (2006): 967-982. {{doi|10.1002/job.417}} </ref>
-Leadership affects organizational performance - about 5% to 20% of variation in profitability is accounted for by leadership<ref>Crossland, C., & Hambrick, D. C. (2007). How national systems differ in their constraints on corporate executives: A study of CEO effects in three countries. Strategic Management Journal, 28(8), 767-789. {{doi|10.1002/smj.610}}</ref>.
+Leadership affects organizational performance - about 5% to 20% of the variation in profitability is accounted for by leadership<ref>Crossland, C., & Hambrick, D. C. (2007). How national systems differ in their constraints on corporate executives: A study of CEO effects in three countries. Strategic Management Journal, 28(8), 767-789. {{doi|10.1002/smj.610}}</ref>.
-authent
-There is concern about whether the many proposed leadership theories have overlap and redundancies<ref name="FischerSitkin2022">{{cite journal | last1 = Fischer | first1 = Thomas | last2 = Sitkin | first2 = Sim B | title = Leadership Styles: A Comprehensive Assessment and Way Forward | journal = Academy of Management Annals | date = 10 October 2022 | issn = 1941-6520 | eissn = 1941-6067 | doi = 10.5465/annals.2020.0340 | pmid = | url = }}</ref><ref name="hoch2018">Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529. {{doi|10.1177/0149206316665461}}</ref>..
+There is concern about whether the many proposed leadership theories have overlap and redundancies<ref name="FischerSitkin2022">{{cite journal | last1 = Fischer | first1 = Thomas | last2 = Sitkin | first2 = Sim B | title = Leadership Styles: A Comprehensive Assessment and Way Forward | journal = Academy of Management Annals | date = 10 October 2022 | issn = 1941-6520 | eissn = 1941-6067 | doi = 10.5465/annals.2020.0340 | pmid = | url = }}</ref><ref name="hoch2018">Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529. {{doi|10.1177/0149206316665461}}</ref>.
+Co-leadership, or dual leaders may be advantageous<ref>Feigen at al. Is It Time to Consider Co-CEOs? HBR 2022 https://hbr.org/2022/07/is-it-time-to-consider-co-ceos</ref>.
+The organization of leaders and managers maybe important for healthcare as diverse backgrounds of leaders are needed<ref name="pmid7311636">{{cite journal| author=Shortell SM, LoGerfo JP| title=Hospital medical staff organization and quality of care: results for myocardial infarction and appendectomy. | journal=Med Care | year= 1981 | volume= 19 | issue= 10 | pages= 1041-55 | pmid=7311636 | doi=10.1097/00005650-198110000-00006 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=7311636  }} </ref>. In this study, physicians integrated into leadership spots was associated with clinical performance.
 ==Leadership vs management==
@@ Line 51: / Line 58: @@
 ==Selection and development of leaders ==
+{{See also|Industrial_and_organizational_psychology#Hiring practices}}
 Individuals with promotive voices rather than a prohibitive voice are more likely to become leaders, especially if they are male<ref>McLean, Elizabeth et al. The Social Consequences of Voice: An Examination of Voice Type and Gender on Status and Subsequent Leader Emergence. Academy of Management Journal (2018) {doi|10.5465/amj.2016.0148}}}</ref>.
+One study has validated the Peter Principle<ref>Benson et al (2017). Promotions and the Peter Principle. Benson, Alan and Li, Danielle and Shue, Kelly, Promotions and the Peter Principle (February 12, 2018). Available at SSRN: https://ssrn.com/abstract=3047193 or {{doi|10.2139/ssrn.3047193}}</ref>.
+"Emergent leaders showed a higher amount of active gestures and less passive facial expressions than non-leaders" according to eye-tracking studies of teams.<ref>Gerpott, F. H., Lehmann-Willenbrock, N., Silvis, J. D., & Van Vugt, M. (2017). In the eye of the beholder? An eye-tracking experiment on emergent leadership in team interactions. The Leadership Quarterly. {{doi|10.1016/j.leaqua.2017.11.003}}</ref>
+"Extraversion predicts leadership emergence" but extraversion may be harmful in a proactive workforce<ref name="Grant2011">{{cite journal | vauthors=((Grant, A. M.)), ((Gino, F.)), ((Hofmann, D. A.)) | journal=Academy of Management Journal | title=Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity | volume=54 | issue=3 | pages=528–550 | publisher=Academy of Management | date= June 2011 | url=https://journals.aom.org/doi/abs/10.5465/amj.2011.61968043 | issn=0001-4273 | doi=10.5465/amj.2011.61968043 | access-date=3 August 2023}}</ref>.
+===Self-selection reasons===
+Leaders may choose their path for career, self-centered, 'me'<ref = "O’Reilly2021">{{cite journal | vauthors=((O’Reilly, C. A.)), ((Chatman, J. A.)), ((Doerr, B.)) | journal=Academy of Management Discoveries | title=When “Me” Trumps “We”: Narcissistic Leaders and the Cultures They Create | volume=7 | issue=3 | pages=419–450 | publisher=Academy of Management | date=1 September 2021 | doi=10.5465/amd.2019.0163}}
+</ref>, or mercenary reasons - as opposed to mission-driven reasons.
+===Evolutionary biology===
 Evolutionary biology may partly explain selection of leaders<ref>Van Vugt, M. (2006). Evolutionary Origins of Leadership and Followership. Personality and Social Psychology Review, 10(4), 354–371. {{doi|10.1207/s15327957pspr1004_5}}</ref>.
-One study has validated the Peter Principle<ref>Benson et al (2017). Promotions and the Peter Principle. Benson, Alan and Li, Danielle and Shue, Kelly, Promotions and the Peter Principle (February 12, 2018). Available at SSRN: https://ssrn.com/abstract=3047193 or {{doi|10.2139/ssrn.3047193}}</ref>.
+===Charisma===
+Team leaders may be chosen by  taller, louder, or more confident rather than competence<ref>Cliffe S. “Leadership Qualities” vs. Competence: Which Matters More? HBR November, 2015. Available at https://hbr.org/2015/11/leadership-qualities-vs-competence-which-matters-more</ref>.
+===Gender===
+Women may make group decision making more effective<ref name="Woolley Chabris Pentland Hashmi 2010 pp. 686–688">{{cite journal | last=Woolley | first=Anita Williams | last2=Chabris | first2=Christopher F. | last3=Pentland | first3=Alex | last4=Hashmi | first4=Nada | last5=Malone | first5=Thomas W. | title=Evidence for a Collective Intelligence Factor in the Performance of Human Groups | journal=Science | publisher=American Association for the Advancement of Science (AAAS) | volume=330 | issue=6004 | date=2010-10-29 | issn=0036-8075 | doi=10.1126/science.1193147 | pages=686–688}}</ref> and be inclined to more effective leadership styles<ref name="Eagly Johannesen-Schmidt van Engen 2003 pp. 569–591">{{cite journal | last=Eagly | first=Alice H. | last2=Johannesen-Schmidt | first2=Mary C. | last3=van Engen | first3=Marloes L. | title=Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. | journal=Psychological Bulletin | publisher=American Psychological Association (APA) | volume=129 | issue=4 | year=2003 | issn=1939-1455 | doi=10.1037/0033-2909.129.4.569 | pages=569–591}}</ref>.
-"Emergent leaders showed a higher amount of active gestures and less passive facial expressions than non-leaders" according to eye-tracking studies of teams.<ref>Gerpott, F. H., Lehmann-Willenbrock, N., Silvis, J. D., & Van Vugt, M. (2017). In the eye of the beholder? An eye-tracking experiment on emergent leadership in team interactions. The Leadership Quarterly. {{doi|10.1016/j.leaqua.2017.11.003}}</ref>
+Opt-in process for leadership selection may lead to less women leaders<ref name="10.3386/w26484 ">{{cite report | last=He | first=Joyce | last2=Kang | first2=Sonia | last3=Lacetera | first3=Nicola | title=Leaning In or Not Leaning Out? Opt-Out Choice Framing Attenuates Gender Differences in the Decision to Compete | publisher=National Bureau of Economic Research | publication-place=Cambridge, MA | year=2019 | doi=10.3386/w26484 | page=}}</ref>. Women are less likely to self-promote in their self-assesments<ref name="10.1093/qje/qjac003">{{cite journal | last=Exley | first=Christine L | last2=Kessler | first2=Judd B | title=The Gender Gap in Self-Promotion | journal=The Quarterly Journal of Economics | publisher=Oxford University Press (OUP) | volume=137 | issue=3 | date=2022-01-21 | issn=0033-5533 | doi=10.1093/qje/qjac003 | pages=1345–1381}}</ref><ref name="Eckel">Eckel, C., Gangadharan, L., Grossman, P. J., & Xue, N. (2021). [https://www.researchgate.net/publication/353477230_The_gender_leadership_gap_insights_from_experiments The gender leadership gap: Insights from experiments]. A Research Agenda for Experimental Economics, 137-162.</ref>
 ===Personality traits===
@@ Line 89: / Line 117: @@
 Hypercore self‐evaluation has a positive effect on innovation behavior by leaders; however, selfism and overconfidence has a negative effect<ref name="StockGroß2019">{{cite journal|last1=Stock|first1=Ruth|last2=Groß|first2=Matthias|last3=Xin|first3=Katherine R.|title=Will Self-Love Take a Fall? Effects of Top Executives' Positive Self-Regard on Firm Innovativeness|journal=Journal of Product Innovation Management|volume=36|issue=1|year=2019|pages=41–65|issn=07376782|doi=10.1111/jpim.12443}}</ref>.
-Low managerial self-efficacy and ego defensivism makes managers less likely to solict employee voice, positively evaluate an employee who speaks up, and reduced implementation of employee voice<ref name="FastBurris2014">{{cite journal|last1=Fast|first1=Nathanael J.|last2=Burris|first2=Ethan R.|last3=Bartel|first3=Caroline A.|title=Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice|journal=Academy of Management Journal|volume=57|issue=4|year=2014|pages=1013–1034|issn=0001-4273|doi=10.5465/amj.2012.0393}}</ref>
+Low managerial self-efficacy and ego defensivism makes managers less likely to solict employee voice, positively evaluate an employee who speaks up, and reduced implementation of employee voice<ref name="FastBurris2014">{{cite journal|last1=Fast|first1=Nathanael J.|last2=Burris|first2=Ethan R.|last3=Bartel|first3=Caroline A.|title=Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice|journal=Academy of Management Journal|volume=57|issue=4|year=2014|pages=1013–1034|issn=0001-4273|doi=10.5465/amj.2012.0393}}</ref>.
-.
 ===Humility===
@@ Line 152: / Line 179: @@
 * Conscientiousness (insignificant)
 * Neuroticism (negative association)
 When converting from transactional to empowering leadership, teams may transiently function more slowly.<ref>Lorinkova NM, Pearsall MJ, Sims HP. [http://amj.aom.org/content/56/2/573.short Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams]. ACAD MANAGE J. 2013 Apr 1;56(2):573–96.</ref>
@@ Line 160: / Line 186: @@
 Among physicians, management by passive exception and laissez-faire and may overlap and management by passive exception may be within laissez-faire.<ref name="pmid19579573">{{cite journal| author=Xirasagar S| title=Transformational, transactional among physician and laissez-faire leadership among physician executives. | journal=J Health Organ Manag | year= 2008 | volume= 22 | issue= 6 | pages= 599-613 | pmid=19579573 | doi=10.1108/14777260810916579 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=19579573  }} </ref>
+==== Outcomes of transactional leadership ====
+Transactional leadership tactics were found by a [[meta-analysis]] in 2004 to positively and significantly affect the following compared to transformational leadership<ref name="Judge Piccolo 2004 pp. 755–768">{{cite journal | last=Judge | first=Timothy A. | last2=Piccolo | first2=Ronald F. | title=Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity. | journal=Journal of Applied Psychology | publisher=American Psychological Association (APA) | volume=89 | issue=5 | year=2004 | issn=1939-1854 | doi=10.1037/0021-9010.89.5.755 | pages=755–768}}</ref>:
+* Transformational leadership had a higher validity than did contingent reward: follower satisfaction with leader and leader effectiveness
+* Contingent reward had significantly higher validity: follower job satisfaction and leader job performance
+Other studies have found benefit from transactional leadership<ref name="pmid27293380">{{cite journal| author=Asiri SA, Rohrer WW, Al-Surimi K, Da'ar OO, Ahmed A| title=The association of leadership styles and empowerment with nurses' organizational commitment in an acute health care setting: a cross-sectional study. | journal=BMC Nurs | year= 2016 | volume= 15 | issue=  | pages= 38 | pmid=27293380 | doi=10.1186/s12912-016-0161-7 | pmc=4901399 | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=27293380  }} </ref>
+Transactional leadership, if leading to zero-sum assessments by employees, can be problematic<ref name="Kakkar Sivanathan 2022 pp. 1706–1724">{{cite journal | last=Kakkar | first=Hemant | last2=Sivanathan | first2=Niro | title=The impact of leader dominance on employees’ zero-sum mindset and helping behavior. | journal=Journal of Applied Psychology | publisher=American Psychological Association (APA) | volume=107 | issue=10 | year=2022 | issn=1939-1854 | doi=10.1037/apl0000980 | pages=1706–1724}}</ref>.
 ===Transformational===
-Transformational leadership has the following dimensions (4 I's), the first two, when combined, are charisma:
+Transformational leadership has the following dimensions (4 I's), the first two, Idealised Influence and Inspirational Motivation, when combined are charisma:
-* Idealized influence (role modeling)
+* Idealized Influence (role modeling).
-* Inspirational Motivation. Motivation may be better provided by beneficiaries of a company's services rather than the company's leadership<ref name="GrantHofmann2011">{{cite journal|last1=Grant|first1=Adam M.|last2=Hofmann|first2=David A.|title=Outsourcing inspiration: The performance effects of ideological messages from leaders and beneficiaries|journal=Organizational Behavior and Human Decision Processes|volume=116|issue=2|year=2011|pages=173–187|issn=07495978|doi=10.1016/j.obhdp.2011.06.005}}</ref>
+** Attributed: “My supervisor acts in ways that build my respect”<ref name="Gong2009">{{cite journal | vauthors=((Gong, Y.)), ((Huang, J.-C.)), ((Farh, J.-L.)) | journal=Academy of Management Journal | title=Employee Learning Orientation, Transformational Leadership, and Employee Creativity: The Mediating Role of Employee Creative Self-Efficacy | volume=52 | issue=4 | pages=765–778 | publisher=Academy of Management | date= August 2009 | url=https://journals.aom.org/doi/10.5465/amj.2009.43670890 | issn=0001-4273 | doi=10.5465/amj.2009.43670890 | access-date=9 July 2023}}</ref> Note that Aviolo found that "displays power and confidence" was the lowest loading factor for charisma<ref name="Aviolo2010"/>.
-.
+** Behavior: "talks enthusiastically"<ref name="Aviolo2010">{{cite journal | vauthors=((Avolio, B. J.)), ((Bass, B. M.)), ((Jung, D. I.)) | journal=Journal of Occupational and Organizational Psychology | title=Re-examining the components of transformational and transactional leadership using the Multifactor Leadership | volume=72 | issue=4 | pages=441–462 | date= 1999 | url=https://onlinelibrary.wiley.com/doi/abs/10.1348/096317999166789 | issn=2044-8325 | doi=10.1348/096317999166789 | access-date=9 July 2023}}</ref>, “My supervisor talks to us about his/her most important values and beliefs”<ref name="Gong2009"/>
-* Individualized Consideration (of followers)
+* Inspirational Motivation, “My supervisor expresses his/her confidence that we will achieve our goals”<ref name="Gong2009"/>. Motivation may be better provided by beneficiaries of a company's services rather than the company's leadership<ref name="GrantHofmann2011">{{cite journal|last1=Grant|first1=Adam M.|last2=Hofmann|first2=David A.|title=Outsourcing inspiration: The performance effects of ideological messages from leaders and beneficiaries|journal=Organizational Behavior and Human Decision Processes|volume=116|issue=2|year=2011|pages=173–187|issn=07495978|doi=10.1016/j.obhdp.2011.06.005}}</ref>.
-* Intellectual Stimulation
+* Individualized Consideration (of followers), "focuses your strengths"<ref name="Aviolo2010"/>, “My supervisor spends time teaching and coaching me”<ref name="Gong2009"/>
+* Intellectual Stimulation. "suggests different angles"<ref name="Aviolo2010"/>, “My supervisor seeks differing perspectives when solving problems”<ref name="Gong2009"/>
+Teaching charisma, Idealised Influence and Inspirational Motivation, has been studied<ref name="Antonakis Fenley Liechti 2011 pp. 374–396">{{cite journal | last=Antonakis | first=John | last2=Fenley | first2=Marika | last3=Liechti | first3=Sue | title=Can Charisma Be Taught? Tests of Two Interventions | journal=Academy of Management Learning & Education | publisher=Academy of Management | volume=10 | issue=3 | year=2011 | issn=1537-260X | doi=10.5465/amle.2010.0012 | pages=374–396}}</ref>.
 Transformational leadership is associated with the following of the Big 5 Personality Traits<ref name="pmid15506869">{{cite journal| author=Bono JE, Judge TA| title=Personality and transformational and transactional leadership: a meta-analysis. | journal=J Appl Psychol | year= 2004 | volume= 89 | issue= 5 | pages= 901-10 | pmid=15506869 | doi=10.1037/0021-9010.89.5.901 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=15506869  }} </ref>:
 * Extraversion (strongest)
 * Openness
 * Agreeableness
@@ Line 210: / Line 249: @@
 Similar concepts are<ref>Meuser, Jeremy D., et al. "A network analysis of leadership theory: The infancy of integration." Journal of Management 42.5 (2016): 1374-1403. {{doi|10.1177/0149206316647099}}</ref>:
-* Gardener leadership<ref>McChrystal GS, Collins T, Silverman D, Fussell C. Team of Teams: New Rules of Engagement for a Complex World. 1 edition. Portfolio; 2015. 289 p. {{ISBN|1591847486}}</ref>
+* Gardener leadership, earlier proposed by Fierz<ref>Fierz, W., Cultivating complex ICT in health care: the gardeners perspective. Available at https://www.academia.edu/download/69792708/Cultivating_complex_ICT_in_health_care_t20210917-17528-1x8e4vz.pdf</ref> and later detailed by McChrstal<ref>McChrystal GS, Collins T, Silverman D, Fussell C. Team of Teams: New Rules of Engagement for a Complex World. 1 edition. Portfolio; 2015. 289 p. {{ISBN|1591847486}}</ref>
-* Servant leadership<ref>Greenleaf, Robert K. "[http://www.american.edu/spa/leadership/application/upload/Greenleaf,%20%20Leadership.pdf  leadership]." (1977). Mahwah, NJ: Paulist Press</ref>. Servant ladership may promote thriving<ref name="XuWang2019">{{cite journal|last1=Xu|first1=Angela J.|last2=Wang|first2=Lei|title=How and When Servant Leaders Enable Collective Thriving: The Role of Team–Member Exchange and Political Climate|journal=British Journal of Management|year=2019|issn=1045-3172|doi=10.1111/1467-8551.12358}}</ref>. Employee perception of servant [[leadership]] and the factors of [[self-determination theory]] are more likely to have extra-role behavior<ref>{{Cite journal| doi = 10.1111/jasp.12716| issn = 1559-1816| volume = n/a| issue = n/a| last1 = Brière| first1 = Mathilde| last2 = Roy| first2 = Jeanne Le| last3 = Meier| first3 = Olivier| title = Linking servant leadership to positive deviant behavior: The mediating role of self-determination theory| journal = Journal of Applied Social Psychology| accessdate = 2020-10-21| url = https://onlinelibrary.wiley.com/doi/abs/10.1111/jasp.12716}}</ref>.
+* Servant leadership<ref name="Greenlead1973">Greenleaf RK. The Servant As Leader. Rev. ed. Cambridge Mass: Center for Applied Studies; 1973. https://www.worldcat.org/title/1839828</ref><ref name="Greenlead1977">Greenleaf RK. Servant Leadership : A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press; 1977. https://www.worldcat.org/title/2985632</ref> Servant leadership may promote thriving<ref name="XuWang2019">{{cite journal|last1=Xu|first1=Angela J.|last2=Wang|first2=Lei|title=How and When Servant Leaders Enable Collective Thriving: The Role of Team–Member Exchange and Political Climate|journal=British Journal of Management|year=2019|issn=1045-3172|doi=10.1111/1467-8551.12358}}</ref>.
-* Three types of leadership that focus on  giving employees decision making but may not include giving employees information to guide their decision making.
+** Employee perception of servant [[leadership]] and the factors of [[self-determination theory]] are more likely to have extra-role behavior<ref>{{Cite journal| doi = 10.1111/jasp.12716| issn = 1559-1816| volume = n/a| issue = n/a| last1 = Brière| first1 = Mathilde| last2 = Roy| first2 = Jeanne Le| last3 = Meier| first3 = Olivier| title = Linking servant leadership to positive deviant behavior: The mediating role of self-determination theory| journal = Journal of Applied Social Psychology| accessdate = 2020-10-21| url = https://onlinelibrary.wiley.com/doi/abs/10.1111/jasp.12716}}</ref>.
+**Covey describes the four roles of leadership—modeling, pathfinding, alignment, and empowerment—<ref name="Covey2006">{{cite journal | vauthors=((Covey, S. R.)) | journal=The International Journal of Servant-Leadership | title=Servant-Leadership and Community Leadership in the 21st Century | volume=2 | issue=1 | pages=103–109 | publisher=International Journal of Servant-Leadership Gonzaga University | date= 2006 | url=https://www.proquest.com/docview/2221758231/abstract/565D9D518DF540E2PQ/1 | issn=21608164 | access-date=31 May 2023}} [https://www.spearscenter.org/docs2010/InternationalJournalofServantLeadership2006.pdf#page=79 PDF]</ref>
+** Spears described the 10 characteristics of servant-leaders as" Listening, Empathy, Awareness, Healing, Foresight, Persuasion, Conceptualization, Stewardship, Community Building, and Commitment to People's Development <ref name="Spears2004">{{cite journal | vauthors=((Spears, L. C.)) | journal=Leader to Leader | title=Practicing servant-leadership | volume=2004 | issue=34 | pages=7–11 | publisher=Wiley Periodicals Inc. | date= Fall 2004 | url=https://www.proquest.com/docview/218344443/abstract/19FF764955EF4DF3PQ/1 | issn=10878149 | access-date=31 May 2023}}</ref>
+* Types of leadership that focus on giving employees decision-making but may not include giving employees information to guide their decision-making.
 ** Shared Leadership<ref>D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations. Journal of Management, 42(7), 1964–1991. {{doi|10.1177/0149206314525205}}</ref><ref>Pearce, C. L., & Conger, J. A. (2002). Shared leadership: Reframing the hows and whys of leadership. Sage. ISBN {{ISBN|1452276765}}</ref>
 ** Distributed leadership
+** Servant leadership
 ** Participative Leadership<ref>Gilson, L., & Agyepong, I. A. (2018). Strengthening health system leadership for better governance: what does it take? Health Policy and Planning, 33(suppl_2), ii1–ii4. {{doi|10.1093/heapol/czy052}}</ref>
 ** Democratic leadership
@@ Line 339: / Line 383: @@
 ==Complexity leadership theory==
+Complexity leadership theory, as originally described by Uhl-Bien, contains:<ref name="Uhl-Bien, 2007">{{cite journal | last=Uhl-Bien | first=Mary | last2=Marion | first2=Russ | last3=McKelvey | first3=Bill | title=Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era | journal=The Leadership Quarterly | volume=18 | issue=4 | date=2007 | doi=10.1016/j.leaqua.2007.04.002 | pages=298–318}}</ref>
+* Entrepreneurial leadership for exploration<ref name="Uhl-Bien, 2018">{{cite journal | last=Uhl-Bien | first=Mary | last2=Arena | first2=Michael | title=Leadership for organizational adaptability: A theoretical synthesis and integrative framework | journal=The Leadership Quarterly | volume=29 | issue=1 | date=2018 | doi=10.1016/j.leaqua.2017.12.009 | pages=89–104}}</ref>. Uhl-Bien originally labeled this as adaptive leadership<ref name="Uhl-Bien, 2007"/>.
+* Operational leadership for exploitation<ref name="Uhl-Bien, 2018"/>. Uhl-Bien originally labeled this as administrative leadership<ref name="Uhl-Bien, 2007"/>.
+* Enabling leadership is for "creating, engaging and protecting 'adaptive space' needed to nurture and sustain the adaptability process in organizations" and sits between Entrepreneurial and Operational needs
 Enabling leadership is based on complexity leadership theory<ref name="Uhl-Bien,Arena.2017">Uhl-Bien, Mary, and Michael Arena. 2017. “Complexity Leadership: Enabling People and Organizations for Adaptability.” Organizational Dynamics 46 (1): 9–20. {{doi|10.1016/j.orgdyn.2016.12.001}}</ref>.
@@ Line 356: / Line 405: @@
 Press. {{ISBN|978-0743215527}}</ref>
 ! Uhl-Bien and Arena, 2018<ref name="Uhl-BienArena2018">{{cite journal|last1=Uhl-Bien|first1=Mary|last2=Arena|first2=Michael|title=Leadership for organizational adaptability: A theoretical synthesis and integrative framework|journal=The Leadership Quarterly|volume=29|issue=1|year=2018|pages=89–104|issn=10489843|doi=10.1016/j.leaqua.2017.12.009}}</ref>
-! Hazy and Pottras, 2018<ref name="Haze,Pottras.2018"/><ref name="Hazy,Uhl-Bien.2015"/>
+! Hazy and Pottras, 2018<ref name="Hazy,Pottras.2018"/><ref name="Hazy,Uhl-Bien.2015"/>
 |-
 |style="font-weight:bold;" |Change leadership

Leadership: Difference between revisions

Revision as of 22:33, 17 July 2024

Leadership vs management

Informal leadership

Evidence-based management

Barriers within leaders

Selection and development of leaders

Self-selection reasons

Evolutionary biology

Charisma

Gender

Personality traits

Dunning-Kruger effect

Core-self evaluation

Humility

Masters in Business Administration

Leadership training

Leadership styles related to worksite climate

Laissez-faire

Transactional

Management by exception: active

Management by exception: passive

Outcomes of transactional leadership

Transformational

Measurement

Enabling or Empowering leadership

Impact

Measuring empowerment

Benefits

Harm

Contingency or situational theories

Modulators of impact of leadership styles

Characteristics of subordinates

Regulatory focus

Core-self evaluation

Characteristics of leaders

Leaders'encoding processes

Learning-from-failure / optimism

Leader humility

Leader narcissism

Leader information sharing

Leaders' work load

Complexity leadership theory

Implementations

Agile and constructive deviance

Fractal

Positive deviance

Measurement

Compoenents of complexity leadership

Community building / networking / linking up

Sensemaking

Persuasion and issue selling

Leadership tactics related to worksite innovation

Religion and faith in leadership

Comparison of leadership approaches

Complications of leadership

Employee turnover

See also

Links

References

Navigation menu