Leadership across levels: Levels of leaders and their levels of impact

Leslie A. Dechurch; Nathan J. Hiller; Toshio Murase; Daniel Doty; Eduardo Salas

doi:10.1016/j.leaqua.2010.10.009

Leadership across levels: Levels of leaders and their levels of impact

Leslie A. Dechurch, Nathan J. Hiller, Toshio Murase, Daniel Doty, Eduardo Salas

Research output: Contribution to journal › Review article › peer-review

82 Citations (Scopus)

Abstract

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.

Original language	English
Pages (from-to)	1069-1085
Number of pages	17
Journal	Leadership Quarterly
Volume	21
Issue number	6
DOIs	https://doi.org/10.1016/j.leaqua.2010.10.009
Publication status	Published - 2010 Dec 1
Externally published	Yes

Keywords

Emergent process
LMX
Leadership
Levels of analysis
Strategic management
Team
Transformational

ASJC Scopus subject areas

Business and International Management
Applied Psychology
Sociology and Political Science
Organizational Behavior and Human Resource Management

Access to Document

10.1016/j.leaqua.2010.10.009

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Cite this

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abstract = "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.",

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