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The impact of implicit collective leadership theories on the emergence and effectiveness of leadership networks in teams
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What this work says
Outgoing claims: the papers this work cites, builds on, or argues with.
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Work Groups and Teams in Organizations
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A laboratory experiment testing the antecedents of leader cognitions
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Understanding the Dynamics of Leadership: The Role of Follower Self-Concepts in the Leader/Follower Relationship
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Culture, Communication, and Conflict: A Review of the Global Virtual Team Literature
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A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions
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Person and situation views of leadership: A multiple levels of analysis approach
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Leadership and expectations: Pygmalion effects and other self-fulfilling prophecies in organizations
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Leadership and information processing: Linking perceptions and performance
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Implicit leadership theories: Content, structure, and generalizability
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Cross-cultural comparison of leadership prototypes
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SCRIPTS, PLANS, GOALS, AND UNDERSTANDING
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Leadership capacity in teams
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Leadership, self, and identity: A review and research agenda
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The ties that lead: A social network approach to leadership
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The ties that lead: A social network approach to leadership
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Collective enactment of leadership roles and team effectiveness: A field study
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The roles of vertical and shared leadership in the enactment of executive corruption: Implications for research and practice
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Shared leadership theory
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The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm
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A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks
inferredcites →https://doi.org/10.1016/j.leaqua.2010.10.004openalex-snapshot
Developments in implicit leadership theory and cognitive science: Applications to improving measurement and understanding alternatives to hierarchical leadership
inferredcites →https://doi.org/10.1016/j.leaqua.2012.03.006openalex-snapshot
Leaders' conceptions of followers: Implications for naturally occurring Pygmalion effects
inferredcites →https://doi.org/10.1016/j.leaqua.2012.10.005openalex-snapshot
Organizational discourse analysis (ODA): Examining leadership as a relational process
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The topology of collective leadership
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Advances in leader and leadership development: A review of 25 years of research and theory
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Followership theory: A review and research agenda
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The shared leadership of teams: A meta-analysis of proximal, distal, and moderating relationships
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Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories
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The emergence of individual and collective leadership in task groups: A matter of achievement and ascription
inferredcites →https://doi.org/10.1016/j.obhdp.2007.12.002openalex-snapshot
The strong, sensitive type: Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders
inferredcites →https://doi.org/10.1016/j.obhdp.2010.06.001openalex-snapshot
What do you think of followers? Examining the content, structure, and consequences of implicit followership theories
inferredcites →https://doi.org/10.1016/j.riob.2011.09.007openalex-snapshot
Adaptive leadership theory: Leading and following as a complex adaptive process
inferredcites →https://doi.org/10.1016/s0749-5978(03)00066-9openalex-snapshot
Cross-cultural variations in leadership perceptions and attribution of charisma to the leader
inferredcites →https://doi.org/10.1016/s1048-9843(02)00120-0openalex-snapshot
Distributed leadership as a unit of analysis
inferredcites →https://doi.org/10.1016/s1048-9843(96)90027-2openalex-snapshot
Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature
inferredcites →https://doi.org/10.1016/s1048-9843(99)00018-1openalex-snapshot
Culture specific and cross-culturally generalizable implicit leadership theories
inferredcites →https://doi.org/10.1023/a:1018741318216openalex-snapshot
Perceptions of Female and Male Managers in the 1990s: Plus ça change . . .
inferredcites →https://doi.org/10.1037//0278-7393.11.1-4.629openalex-snapshot
Ideals, central tendency, and frequency of instantiation as determinants of graded structure in categories.
inferredcites →https://doi.org/10.1037/0003-066x.36.7.715openalex-snapshot
Psychological status of the script concept.
inferredcites →https://doi.org/10.1037/0021-9010.65.3.249openalex-snapshot
Commitment in an experimenting society: A study of the attribution of leadership from administrative scenarios.
inferredcites →https://doi.org/10.1037/0021-9010.67.3.326openalex-snapshot
Effects of leadership labels and prototypes on perceptions of political leaders.
inferredcites →https://doi.org/10.1037/0021-9010.72.1.97openalex-snapshot
Effects of categorization, attribution, and encoding processes on leadership perceptions.
inferredcites →https://doi.org/10.1037/0021-9010.74.6.935openalex-snapshot
Has anything changed? Current characterizations of men, women, and managers.
inferredcites →https://doi.org/10.1037/0021-9010.87.4.765openalex-snapshot
Personality and leadership: A qualitative and quantitative review.
inferredcites →https://doi.org/10.1037/0021-9010.89.2.293openalex-snapshot
Implicit Leadership Theories in Applied Settings: Factor Structure, Generalizability, and Stability Over Time.
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From Ideal to Real: A Longitudinal Study of the Role of Implicit Leadership Theories on Leader-Member Exchanges and Employee Outcomes.
inferredcites →https://doi.org/10.1037/1089-2699.1.1.39openalex-snapshot
Social identity, self-categorization, and leadership: A field study of small interactive groups.
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Biases in appraisals of women leaders.
inferredcites →https://doi.org/10.1037/a0019501openalex-snapshot
Leadership perceptions as a function of race–occupation fit: The case of Asian Americans.
inferredcites →https://doi.org/10.1037/a0030264openalex-snapshot
Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership.
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A meta-analysis of shared leadership and team effectiveness.
inferredcites →https://doi.org/10.1037/a0038922openalex-snapshot
Social network approaches to leadership: An integrative conceptual review.
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Leadership, followership, and friendship: an analysis of peer nominations.
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Chinese Implicit Leadership Theory
inferredcites →https://doi.org/10.1080/09585192.2013.852605openalex-snapshot
Implicit leadership in an intercultural context: theory extension and empirical investigation
inferredcites →https://doi.org/10.1103/physreve.70.056131openalex-snapshot
Analysis of weighted networks
inferredcites →https://doi.org/10.1108/02683940610690196openalex-snapshot
Implicit leadership effects on multi‐source ratings for management development
inferredcites →https://doi.org/10.1108/13527590910983549openalex-snapshot
Employee empowerment and team performance
inferredcites →https://doi.org/10.1108/jmp-02-2012-0053openalex-snapshot
Shared leadership, diversity, and information sharing in teams
inferredcites →https://doi.org/10.1108/lodj-11-2012-0147openalex-snapshot
Shared leadership and gender: all members are equal … but some more than others
inferredcites →https://doi.org/10.1108/tpm-11-2012-0038openalex-snapshot
Moderators of shared leadership: work function and team autonomy
inferredcites →https://doi.org/10.1111/1464-0597.00071openalex-snapshot
Exploring the Implicit Leadership Theory in the Arabian Gulf States
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In the Eyes of the Beholder: Personality and the Perception of Leadership1
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TIME MATTERS IN TEAM PERFORMANCE: EFFECTS OF MEMBER FAMILIARITY, ENTRAINMENT, AND TASK DISCONTINUITY ON SPEED AND QUALITY
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Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future
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A Review and Integration of Team Composition Models
inferredcites →https://doi.org/10.1177/0149206314525205openalex-snapshot
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations
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What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite
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The Social Construction of Leadership: A Sailing Guide
inferredcites →https://doi.org/10.1177/1046496403259757openalex-snapshot
Time, Change, and Development
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Addressing Politics in Matrix Teams
inferredcites →https://doi.org/10.1177/1368430200033005openalex-snapshot
Collective Efficacy and Aspects of Shared Mental Models as Predictors of Performance Over Time in Work Groups
inferredcites →https://doi.org/10.1177/1534484311417561openalex-snapshot
Task Types and Team-Level Attributes
inferredcites →https://doi.org/10.1348/096317900166859openalex-snapshot
Cultural variation of leadership prototypes across 22 European countries
inferredcites →https://doi.org/10.2307/1556372openalex-snapshot
TEAM STRUCTURE AND PERFORMANCE: ASSESSING THE MEDIATING ROLE OF INTRATEAM PROCESS AND THE MODERATING ROLE OF TASK TYPE.
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SHARED LEADERSHIP IN TEAMS: AN INVESTIGATION OF ANTECEDENT CONDITIONS AND PERFORMANCE.
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IMPLICIT THEORIES, SELF-SCHEMAS, AND LEADER-MEMBER EXCHANGE.
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Transactive Memory Systems 1985–2010: An Integrative Framework of Key Dimensions, Antecedents, and Consequences
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Team Microdynamics: Toward an Organizing Approach to Teamwork
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Interactions Within Groups and Subgroups: The Effects of Demographic Faultlines
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Multinational Organization Context: Implications for Team Learning and Performance
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Scripts in Organizational Behavior
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Leadership and Information Processing: Linking Perceptions and PerformanceLeadership and Information Processing: Linking Perceptions and Performance, by LordRobert G. MaherKaren G.. Boston,MA: UnwinHyman, 1991, 340 pp., cloth.
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Demographic Diversity and Faultlines: The Compositional DYnamics of Organizational Groups
inferredcites →https://doi.org/10.5465/amr.2001.4845785openalex-snapshot
A Temporally Based Framework and Taxonomy of Team Processes
inferredcites →https://doi.org/10.5465/amr.2010.53503267openalex-snapshot
WHO WILL LEAD AND WHO WILL FOLLOW? A SOCIAL PROCESS OF LEADERSHIP IDENTITY CONSTRUCTION IN ORGANIZATIONS.
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A Configural Theory of Team Processes: Accounting for the Structure of Taskwork and Teamwork
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The Boundaryless organization: breaking the chains of organizational structure
What points at this work
Incoming claims: where this work appears in other papers’ reference lists and arguments.
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Building a Conceptual Framework of Organizationally-Embedded Tensions to Enhance Leadership for Safety in High-Risk and Highly Regulated Organizations: A Complexity Leadership Perspective
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Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective
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An examination of shared leadership configurations and their effectiveness in teams
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American Principals of Color: Leading from the Collective We
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Collective Leadership and Its Contribution to Community Resiliency in Salinas, Ecuador
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Collective Leadership and Its Contribution to Community Resiliency in Salinas, Ecuador
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American Principals of Color: Leading from the Collective We
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Implizite Theorien der Führung: Führung im Auge des Betrachters
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Green transformational leadership and its impact on employee environmental performance through internal environmental orientation and green rewards and incentives
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Leader prototypicality in sport: The implicit leadership theories of women and men entering sport management careers
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Building a conceptual framework of organizationally embedded tensions to enhance leadership for safety in high-risk and highly regulated organizations: A complexity leadership perspective
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Exploring the discursive and multimodal strategies of collective leadership in a professional football team
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Shared Leadership and Team Creativity: Construction Industry Perspective
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Do Desperate Times Call for Desperate Measures? The Effect of Crises on Performance Appraisals
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Everyday Leadership and Engaged Followership
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Leadership in Amateur Sports
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Relevance of legalized sports betting for the gendered nature of work and careers
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From hierarchical to matrix structure: tensions in negotiating shared leadership configurations
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Leadership development trends and challenges in the twenty-first century: rethinking the priorities
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Understanding collective forms of leadership through text mining-based review of literature
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Perceiving Leadership Structures in Teams: Effects of Cognitive Schemas and Perceived Communication
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Informal Hierarchy Strength Changes and Their Effect on Performance
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Shared Leadership, Unshared Burdens: How Shared Leadership Structure Schema Lowers Individual Enjoyment Without Increasing Performance
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Informal Hierarchy Strength Changes and Their Effect on Performance
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