TY - JOUR
T1 - Leadership across levels
T2 - Levels of leaders and their levels of impact
AU - Dechurch, Leslie A.
AU - Hiller, Nathan J.
AU - Murase, Toshio
AU - Doty, Daniel
AU - Salas, Eduardo
N1 - Funding Information:
This research was made possible by partial funding from the Army Research Institute for the Social and Behavioral Sciences (W91WAW08C0028), and from the National Science Foundation ( Award #0943208 ). We thank Steve Zaccaro for his insightful conversations with us about this work. We also thank Chak Fu Lam, Nathalie Castaño, and Miliani Jimenez for their assistance with data collection and coding.
PY - 2010/12
Y1 - 2010/12
N2 - This article assesses 25. years of empirical leadership research in 11 top journals with the goal of understanding current practice and future needs for drawing solid conclusions about leadership at different hierarchical levels of the organization, as well as leadership's effects on individuals, teams, units and organizations. We summarize the hierarchical level of leader and outcome level of analysis studied in different theoretical perspectives on leadership (traits, behavioral, transformational, LMX, strategic, shared) and by journal outlet. Among our findings, we observe that significantly less attention has been devoted to team- and unit-level emergent processes and outcomes, despite its conceptual relevance for leadership theory and practice. Four critical opportunities for advancing leadership science are presented.
AB - This article assesses 25. years of empirical leadership research in 11 top journals with the goal of understanding current practice and future needs for drawing solid conclusions about leadership at different hierarchical levels of the organization, as well as leadership's effects on individuals, teams, units and organizations. We summarize the hierarchical level of leader and outcome level of analysis studied in different theoretical perspectives on leadership (traits, behavioral, transformational, LMX, strategic, shared) and by journal outlet. Among our findings, we observe that significantly less attention has been devoted to team- and unit-level emergent processes and outcomes, despite its conceptual relevance for leadership theory and practice. Four critical opportunities for advancing leadership science are presented.
KW - Emergent process
KW - LMX
KW - Leadership
KW - Levels of analysis
KW - Strategic management
KW - Team
KW - Transformational
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U2 - 10.1016/j.leaqua.2010.10.009
DO - 10.1016/j.leaqua.2010.10.009
M3 - Review article
AN - SCOPUS:78649910698
VL - 21
SP - 1069
EP - 1085
JO - Leadership Quarterly
JF - Leadership Quarterly
SN - 1048-9843
IS - 6
ER -