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Adaptive leadership theory: Leading and following as a complex adaptive process

https://doi.org/10.1016/j.riob.2011.09.007
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Outgoing claims: the papers this work cites, builds on, or argues with.

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Leadership Models, Methods, and Applications
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Longitudinal Data Analysis
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Linking the Big Five‐Factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator
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Do Substitutes for Leadership Really Substitute for Leadership? An Empirical Examination of Kerr and Jermier′s Situational Leadership Model
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Path-Goal Theory of Leadership
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Leadership and organizations
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Servant leadership: A journey into the nature of legitimate power and greatness
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Organizational culture and leadership
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Substitutes for leadership: Their meaning and measurement
inferredcites →https://doi.org/10.1016/0030-5073(79)90055-2openalex-snapshot
Task interdependence, temporal phase, and cognitive heterogeneity as determinants of leadership behavior and behavior-performance relations
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Individual versus group problem solving: An empirical test of a best-member strategy
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From transactional to transformational leadership: Learning to share the vision
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Improving organizational effectiveness through transformational leadership
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Centrality in social networks conceptual clarification
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Servant-leadership in organizations: Inspirational and moral
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Cross-cultural comparison of leadership prototypes
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The romance of leadership as a follower-centric theory: A social constructionist approach
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Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective
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A multilevel, identity-based approach to leadership development
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Setting the stage for effective leadership: Antecedents of transformational leadership behavior
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Leadership capacity in teams
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Authentic leadership development: Getting to the root of positive forms of leadership
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Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions
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The ties that lead: A social network approach to leadership
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Rethinking followership: A post-structuralist analysis of follower identities
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Academic amnesia and vestigial assumptions of our forefathers
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Distributed leadership in teams: The network of leadership perceptions and team performance
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Event criticality, urgency, and duration: Understanding how events disrupt teams and influence team leader intervention
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Relational Leadership Theory: Exploring the social processes of leadership and organizing
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Shared leadership theory
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Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era
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A social relations analysis of leadership
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Shared leadership theory
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Quantitative and qualitative examination of propositions concerning supervisor–subordinate convergence in descriptions of leader–member exchange (LMX) quality
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Ethical leadership: A social learning perspective for construct development and testing
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How low does ethical leadership flow? Test of a trickle-down model
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The functions and dysfunctions of hierarchy
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The Social Relations Model
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REVISITING THE MEANING OF LEADERSHIP
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Communication Flows in International Product Innovation Teams
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Invisible management: the social construction of leadership
inferredcites →https://doi.org/10.1016/s1048-9843(00)00040-0openalex-snapshot
A model of relational leadership
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Leadership déjà vu all over again
inferredcites →https://doi.org/10.1016/s1048-9843(00)00061-8openalex-snapshot
Leadership development:
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Leadership in complex organizations
inferredcites →https://doi.org/10.1016/s1048-9843(01)00093-5openalex-snapshot
Team leadership
inferredcites →https://doi.org/10.1016/s1048-9843(02)00097-8openalex-snapshot
Need for leadership as a moderator of the relationships between leadership and individual outcomes
inferredcites →https://doi.org/10.1016/s1048-9843(02)00103-0openalex-snapshot
Leadership effects on organizational climate and financial performance
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(02)00122-4openalex-snapshot
Longitudinal data analysis
inferredcites →https://doi.org/10.1016/s1048-9843(02)00157-1openalex-snapshot
Toward a political theory of leadership
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Follower developmental characteristics as predicting transformational leadership: a longitudinal field study
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The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings
inferredcites →https://doi.org/10.1016/s1048-9843(99)00014-4openalex-snapshot
Organizational and contextual influences on the emergence and effectiveness of charismatic leadership
inferredcites →https://doi.org/10.1016/s1048-9843(99)00040-5openalex-snapshot
Leadership skills: introduction and overview
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Leadership skills for a changing world
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Buchbesprechungen
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Power and leadership in organizations: Relationships in transition.
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Possible selves.
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Power and leadership in organizations: Relationships in transition.
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Promoting more integrative strategies for leadership theory-building.
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Asking the right questions about leadership: Discussion and conclusions.
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Influence tactics and objectives in upward, downward, and lateral influence attempts.
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Assessing the developmental components of managerial jobs.
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Five-factor model of personality and transformational leadership.
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Toward a theory of individual differences and leadership: Understanding the motivation to lead.
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Structural contingency theory and individual differences: Examination of external and internal person-team fit.
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The two faces of transformational leadership: Empowerment and dependency.
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The Forgotten Ones? The Validity of Consideration and Initiating Structure in Leadership Research.
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The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.
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Social dominance orientation: A personality variable predicting social and political attitudes.
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Self-discrepancy: A theory relating self and affect.
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Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors.
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Developing leaders via experience: The role of developmental challenge, learning orientation, and feedback availability.
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Some current issues in the psychology of conformity and nonconformity.
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Behavioral correlates of perceived leadership.
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Validation and extension of the contingency model of leadership effectiveness: A review of empirical findings.
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Diffusion of responsibility and level of risk taking in groups.
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The description of supervisory behavior.
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A Diagram of Heredity
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The “natural”: Some antecedents to transformational leadership
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Followership. How Followers are Creating Change and Changing Leaders
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A LONGITUDINAL ANALYSIS OF BIOGRAPHICAL SUBGROUPS USING OWENS' DEVELOPMENTAL‐INTEGRATIVE MODEL
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LEADERSHIP EMERGENCE IN AUTONOMOUS WORK TEAMS: ANTECEDENTS AND OUTCOMES
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EFFECTS OF ROTATED LEADERSHIP AND PEER EVALUATION ON THE FUNCTIONING AND EFFECTIVENESS OF SELF‐MANAGED TEAMS: A QUASI‐EXPERIMENT
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EFFICACY DISPERSION IN TEAMS: MOVING BEYOND AGREEMENT AND AGGREGATION
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TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META‐ANALYTIC TEST OF THEIR RELATIVE VALIDITY
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Social Influence: Compliance and Conformity
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Followership
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Problems, problems, problems: The social construction of ‘leadership’
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Separating Leadership from Leaders: An Assessment of the Effect of Leader and Follower Roles in Organizations
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Authentic Leadership: Development and Validation of a Theory-Based Measure†
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Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes
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Strategic Leadership: Top Executives and Their Effects on Organizations
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Understanding the Motivational Contingencies of Team Leadership
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Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged?
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Leadership Development in the New Millennium
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A functional model of hierarchy
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Social Identity Complexity
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The role of collective efficacy in the relations between transformational leadership and work outcomes
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Dynamic Delegation: Shared, Hierarchical, and Deindividualized Leadership in Extreme Action Teams
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SHARED LEADERSHIP IN TEAMS: AN INVESTIGATION OF ANTECEDENT CONDITIONS AND PERFORMANCE.
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Interaction Process Analysis: A Method for the Study of Small Groups.
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Some Findings Relevant to the Great Man Theory of Leadership
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Sociology and Modern Systems Theory.
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Models of Man.
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Leadership Theory and Administrative Behavior: The Problem of Authority
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Sources of Power of Lower Participants in Complex Organizations
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Leadership Behavior: Its Description and Measurement.
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Organization and Environment: Managing Differentiation and Integration.
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A Study of Upward Influence in Organizations
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New Directions in Organizational Behavior.
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The Exercise of Upward Influence in Organizations
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The Alignment of Technology and Structure through Roles and Networks
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THE ROMANCE OF LEADERSHIP AND THE EVALUATION OF ORGANIZATIONAL PERFORMANCE.
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POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION.
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POTENTIAL POWER AND POWER USE: AN INVESTIGATION OF STRUCTURE AND BEHAVIOR.
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LEADER-FOLLOWER EXCHANGE QUALITY: THE ROLE OF PERSONAL AND INTERPERSONAL ATTRIBUTES.
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LEADER-MEMBER EXCHANGE AND SUPERVISOR CAREER MENTORING AS COMPLEMENTARY CONSTRUCTS IN LEADERSHIP RESEARCH.
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New Directions in Organizational Behavior
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Leadership and Performance beyond Expectations
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Groups That Work (And Those That Don't)
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Sociology and Modern Systems Theory.
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Human Behavior and Social Processes.
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The Social Psychology of Organizations.
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TRANSFORMATIONAL LEADERSHIP, CONSERVATION, AND CREATIVITY: EVIDENCE FROM KOREA.
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IMPACT OF TRANSFORMATIONAL LEADERSHIP ON FOLLOWER DEVELOPMENT AND PERFORMANCE: A FIELD EXPERIMENT.
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Book Reviews
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Interaction Process Analysis; A Method for the Study of Small Groups
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Emerging Leadership Vistas
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When Two (or More) Heads are Better Than One: The Promise and Pitfalls of Shared Leadership
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Steps to an Ecology of Mind
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Making Common Sense: Leadership as Meaning-Making in a Community of Practice
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PathGoal Theory of Leadership
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Shared Leadership: Reframing the Hows and Whys of Leadership
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Leadership in Organizations
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Culture and Personality
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Leadership at the Crossroads
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Leadership at the Crossroads
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The Leadership Pipeline: How to Build the Leadership Powered Company
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8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status
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Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership
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Transformational Leadership and Job Behaviors: The Mediating Role of Core Job Characteristics
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Leadership Behavior and Employee Voice: Is the Door Really Open?
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How Different Team Downsizing Approaches Influence Team-Level Adaptation And Performance
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The Ambiguity of Leadership
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Learned Helplessness: An Alternative Explanation for Performance Deficits
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Power and Organization Life Cycles
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Leader-Member Exchange Model of Leadership: A Critique and Further Development
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Groups That Work (and Those That Don't)Groups That Work (and Those That Don't) by Hackman Richard. San Francisco: Jossey-Bass, 1991, 512 pp.
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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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TOWARD A THEORY OF STRATEGIC CHANGE: A MULTI-LENS PERSPECTIVE AND INTEGRATIVE FRAMEWORK
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THE NATURE AND IMPLICATIONS OF CONTEXTUAL INFLUENCES ON TRANSFORMATIONAL LEADERSHIP: A CONCEPTUAL EXAMINATION
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Stability and Change as Simultaneous Experiences in Organizational Life
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The Role of Followers in the Charismatic Leadership Process: Relationships and Their Consequences
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WHO WILL LEAD AND WHO WILL FOLLOW? A SOCIAL PROCESS OF LEADERSHIP IDENTITY CONSTRUCTION IN ORGANIZATIONS.
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Foundations of social theory
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Leadership and information processing: linking perceptions and performance
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Culture, leadership, and organizations: the GLOBE study of 62 societies
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Leadership development in balance: made/born
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Followership: how followers are creating change and changing leaders
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An introduction to cybernetics
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Mind, Self, and Society

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Incoming claims: where this work appears in other papers’ reference lists and arguments.

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Leading Team Adaptation During Dynamic Task Complexity
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Shared Tales About the Leader - a Systematic Literature Review on the Evolution of Shared Entrepreneurial Leadership
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Dynamic leader role modeling for self‐organizing crowd evacuation simulation
inferred← citeshttps://doi.org/10.1002/hrm.21886openalex-snapshot
Effects of high‐performance work systems on transformational leadership and team performance: Investigating the moderating roles of organizational orientations
inferred← citeshttps://doi.org/10.1002/jls.21728openalex-snapshot
Leading Networks Effectively: Literature Review and Propositions
inferred← citeshttps://doi.org/10.1002/jls.21813openalex-snapshot
How Team Members' Transformational Leadership and Effective Followership Work During Team Interactions
inferred← citeshttps://doi.org/10.1002/jls.21841openalex-snapshot
Advancing Adaptive Leadership Through Adaption‐Innovation Theory: Enhancements to The Holding Environment
inferred← citeshttps://doi.org/10.1002/jls.70005openalex-snapshot
Generative AI Integration in Leadership Practice: Foundations, Challenges, and Opportunities
inferred← citeshttps://doi.org/10.1002/job.2296openalex-snapshot
Shared leadership: A state‐of‐the‐art review and future research agenda
inferred← citeshttps://doi.org/10.1002/job.2437openalex-snapshot
Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective
inferred← citeshttps://doi.org/10.1002/job.2477openalex-snapshot
A multilevel investigation of predictors and outcomes of shared leadership
inferred← citeshttps://doi.org/10.1002/job.2511openalex-snapshot
Leading the team, but feeling dissatisfied: Investigating informal leaders' energetic activation and work satisfaction and the supporting role of formal leadership
inferred← citeshttps://doi.org/10.1002/job.2515openalex-snapshot
Shared leadership and relationship conflict in teams: The moderating role of team power base diversity
inferred← citeshttps://doi.org/10.1002/job.2766openalex-snapshot
“It doesn't make sense to stick with old patterns”: How leaders adapt their behavior to foster inclusion in a disruptive context
inferred← citeshttps://doi.org/10.1002/job.2774openalex-snapshot
An examination of shared leadership configurations and their effectiveness in teams
inferred← citeshttps://doi.org/10.1002/job.70020openalex-snapshot
Enhancing Subordinate Job Performance Through Coaching Behaviors: A Lay Epistemic Approach
inferred← citeshttps://doi.org/10.1002/nml.21580openalex-snapshot
Combining profit and purpose: Paradoxical leadership skills and social–business tensions during the formation and sustenance of a social enterprise
inferred← citeshttps://doi.org/10.1002/pfi.21735openalex-snapshot
Adaptive Challenges Require Adaptive Leaders
inferred← citeshttps://doi.org/10.1002/pfi.21985openalex-snapshot
Impact of Crisis on Culture
inferred← citeshttps://doi.org/10.1002/tie.70139openalex-snapshot
Cross‐Cultural Management as an Organizational Performance Enabler: Managing Sociocultural Tensions Through Multilevel Leadership Strategies
inferred← citeshttps://doi.org/10.1007/978-1-4471-4875-3openalex-snapshot
Bringing Leadership to Life in Health: LEADS in a Caring Environment
inferred← citeshttps://doi.org/10.1007/978-1-4471-4875-3_1openalex-snapshot
LEADS: A New Perspective on Leadership in Health
inferred← citeshttps://doi.org/10.1007/978-3-030-03107-7_1openalex-snapshot
Providing Leadership for the North
inferred← citeshttps://doi.org/10.1007/978-3-030-03107-7_2openalex-snapshot
Policy Paradoxes: Challenges Confronting the Contemporary Arctic
inferred← citeshttps://doi.org/10.1007/978-3-030-04387-2_6openalex-snapshot
Leadership Capability Through Personal Insight and Leadership Identity
inferred← citeshttps://doi.org/10.1007/978-3-030-36580-6_1openalex-snapshot
Christian Leaders as Community Organizers: Utilizing the Power Above, Within, and Around Us
inferred← citeshttps://doi.org/10.1007/978-3-030-69802-7_62-1openalex-snapshot
When Servant Leaders Use Adaptive Leadership Tactics for Deep, Sustainable Change
inferred← citeshttps://doi.org/10.1007/978-3-030-70948-8_11openalex-snapshot
Leadership Capacities Contributing to the Success of a Multi-Stakeholder Partnership in Eswatini
inferred← citeshttps://doi.org/10.1007/978-3-030-75831-8_10-1openalex-snapshot
Adaptive Leadership
inferred← citeshttps://doi.org/10.1007/978-3-030-75831-8_40-1openalex-snapshot
Blending Leadership Philosophy and Practice in the Aid Sector in South Asia
inferred← citeshttps://doi.org/10.1007/978-3-030-75831-8_42-1openalex-snapshot
Leadership and Followership in Teams
inferred← citeshttps://doi.org/10.1007/978-3-031-01323-2_62openalex-snapshot
When Servant Leaders Use Adaptive Leadership Tactics for Deep, Sustainable Change
inferred← citeshttps://doi.org/10.1007/978-3-031-17632-6_3openalex-snapshot
Leadership Research and Its Application to Social Work Practice
inferred← citeshttps://doi.org/10.1007/978-3-031-21544-5_10openalex-snapshot
Adaptive Leadership
inferred← citeshttps://doi.org/10.1007/978-3-031-21544-5_40openalex-snapshot
Blending Leadership Philosophy and Practice in the Aid Sector in South Asia
inferred← citeshttps://doi.org/10.1007/978-3-031-21544-5_42openalex-snapshot
Leadership and Followership in Teams
inferred← citeshttps://doi.org/10.1007/978-3-031-32257-0_74-1openalex-snapshot
Workplace DEI and Spiritual Leadership
inferred← citeshttps://doi.org/10.1007/978-3-031-66383-3_4openalex-snapshot
Learning and Teaching Global Leadership
inferred← citeshttps://doi.org/10.1007/978-3-031-76750-0_74openalex-snapshot
Workplace DEI and Spiritual Leadership
inferred← citeshttps://doi.org/10.1007/978-3-319-47045-0_14openalex-snapshot
Complex Responsive Leading in Social Sector Organizations
inferred← citeshttps://doi.org/10.1007/978-3-319-59581-8_1openalex-snapshot
Exploring Distributed Leadership: A Leader–Follower Collaborative Lens
inferred← citeshttps://doi.org/10.1007/978-3-319-75593-9_7openalex-snapshot
Knowledge Environments at Universities: Some Theoretical and Methodological Considerations
inferred← citeshttps://doi.org/10.1007/978-3-658-24193-3_8openalex-snapshot
Leading Change in Human Service Organisations in the 21st Century
inferred← citeshttps://doi.org/10.1007/978-981-19-2336-4_18openalex-snapshot
Towards a Strategic Change Management Framework for the Nonprofit Sector: The Roll-Out of Australia’s National Disability Insurance Scheme (NDIS)
inferred← citeshttps://doi.org/10.1007/s10490-021-09786-6openalex-snapshot
A moderated mediation examination of shared leadership and team creativity: a social information processing perspective
inferred← citeshttps://doi.org/10.1007/s10490-023-09937-xopenalex-snapshot
To lead or not? The role theory perspective on the moderating roles of transformational and laissez-faire leadership in shared leadership teams
inferred← citeshttps://doi.org/10.1007/s10490-024-10008-yopenalex-snapshot
When shared leadership backfires in new venture teams: the roles of power struggles and functional background diversity
inferred← citeshttps://doi.org/10.1007/s10490-025-10082-wopenalex-snapshot
Not all distribution is the same: exploring shared leadership patterns and their influences on team creativity
inferred← citeshttps://doi.org/10.1007/s10551-022-05149-3openalex-snapshot
Beyond Rational Persuasion: How Leaders Change Moral Norms
inferred← citeshttps://doi.org/10.1007/s10672-022-09428-zopenalex-snapshot
An Adaptive Leadership Approach: The Impact of Reasoning and Emotional Intelligence (EI) Abilities on Leader Adaptability
inferred← citeshttps://doi.org/10.1007/s10734-025-01434-yopenalex-snapshot
Student voices: constructing leadership identities in a global university
inferred← citeshttps://doi.org/10.1007/s10869-017-9506-9openalex-snapshot
Modeling Temporal Interaction Dynamics in Organizational Settings
inferred← citeshttps://doi.org/10.1007/s10869-018-9554-9openalex-snapshot
Engaging the Hearts and Minds of Followers: Leader Empathy and Language Style Matching During Appraisal Interviews
inferred← citeshttps://doi.org/10.1007/s10869-025-10008-9openalex-snapshot
Leadership Dynamics in Teams: The Reciprocity of Shared and Empowering Leadership
inferred← citeshttps://doi.org/10.1007/s11301-025-00503-xopenalex-snapshot
An integrated review on optimal distinctiveness: multidimensionality and contingency
inferred← citeshttps://doi.org/10.1007/s11612-021-00591-9openalex-snapshot
Die Ko-Konstruktion von Führung in veränderungsbezogenen Interaktionen zwischen Führungskräften und Mitarbeitenden
inferred← citeshttps://doi.org/10.1007/s11846-025-00926-6openalex-snapshot
A logic of entrepreneurial action without judgment? Effectuation revisited
inferred← citeshttps://doi.org/10.1007/s11846-026-01049-2openalex-snapshot
Shared entrepreneurial leadership in new ventures: a systematic review, theoretical extension, and research agenda
inferred← citeshttps://doi.org/10.1016/b978-0-323-91841-1.00004-xopenalex-snapshot
Enable to innovate: A review of the influence of empowering leadership on follower creativity and innovation
inferred← citeshttps://doi.org/10.1016/j.actpsy.2025.105403openalex-snapshot
Collective forms of leadership and team cognition in work teams: A systematic and critical review
inferred← citeshttps://doi.org/10.1016/j.actpsy.2025.105526openalex-snapshot
Don't give up in adversity: A moderated mediation model of network centrality and performance in leadership identity construction
inferred← citeshttps://doi.org/10.1016/j.ctro.2022.09.006openalex-snapshot
An impact model to understand and improve work-life balance in early-career researchers in radiation oncology
inferred← citeshttps://doi.org/10.1016/j.hcl.2024.06.003openalex-snapshot
Understanding Emotional Intelligence to Enhance Leadership and Individualized Well-Being
inferred← citeshttps://doi.org/10.1016/j.hrmr.2017.03.005openalex-snapshot
The impact of implicit collective leadership theories on the emergence and effectiveness of leadership networks in teams
inferred← citeshttps://doi.org/10.1016/j.hrmr.2018.10.001openalex-snapshot
A multilevel leadership process framework of performance management
inferred← citeshttps://doi.org/10.1016/j.ibusrev.2025.102400openalex-snapshot
Leadership development in the cross-cultural context of China: Who really cares?
inferred← citeshttps://doi.org/10.1016/j.ijhm.2017.09.013openalex-snapshot
Do workaholic hotel supervisors provide family supportive supervision? A role identity perspective
inferred← citeshttps://doi.org/10.1016/j.ijhm.2021.103063openalex-snapshot
Leadership research in the root of hospitality scholarship: 1960–2020
inferred← citeshttps://doi.org/10.1016/j.ijproman.2019.02.002openalex-snapshot
Shared leadership in project teams: An integrative multi-level conceptual model and research agenda
inferred← citeshttps://doi.org/10.1016/j.ipm.2023.103542openalex-snapshot
The impact of heterogeneous shared leadership in scientific teams
inferred← citeshttps://doi.org/10.1016/j.jbusres.2024.115036openalex-snapshot
The evolution of leadership: Past insights, present trends, and future directions
inferred← citeshttps://doi.org/10.1016/j.jbusres.2024.115171openalex-snapshot
Do shining stars cast shadows on others? Investigating the effect of star centrality on shared leadership
inferred← citeshttps://doi.org/10.1016/j.jesp.2017.04.004openalex-snapshot
Examining the effects of manager-subordinate gender match on managerial response to voice
inferred← citeshttps://doi.org/10.1016/j.leaqua.2015.07.003openalex-snapshot
How transformational leadership works during team interactions: A behavioral process analysis
inferred← citeshttps://doi.org/10.1016/j.leaqua.2015.12.008openalex-snapshot
When women emerge as leaders: Effects of extraversion and gender composition in groups
inferred← citeshttps://doi.org/10.1016/j.leaqua.2016.10.005openalex-snapshot
Incorporating social networks into leadership development: A conceptual model and evaluation of research and practice
inferred← citeshttps://doi.org/10.1016/j.leaqua.2016.10.007openalex-snapshot
Just how multi-level is leadership research? A document co-citation analysis 1980–2013 on leadership constructs and outcomes
inferred← citeshttps://doi.org/10.1016/j.leaqua.2017.01.004openalex-snapshot
Am I a leader? Examining leader identity development over time
inferred← citeshttps://doi.org/10.1016/j.leaqua.2018.07.002openalex-snapshot
Putting emergence back in leadership emergence: A dynamic, multilevel, process-oriented framework
inferred← citeshttps://doi.org/10.1016/j.leaqua.2020.101381openalex-snapshot
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed
inferred← citeshttps://doi.org/10.1016/j.leaqua.2020.101471openalex-snapshot
Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda
inferred← citeshttps://doi.org/10.1016/j.leaqua.2021.101499openalex-snapshot
Shared leadership performance relationship trajectories as a function of team interventions and members' collective personalities
inferred← citeshttps://doi.org/10.1016/j.leaqua.2021.101579openalex-snapshot
Revisiting emergence in emergent leadership: An integrative, multi-perspective review
inferred← citeshttps://doi.org/10.1016/j.leaqua.2021.101588openalex-snapshot
Emergence of shared leadership networks in teams: An adaptive process perspective
inferred← citeshttps://doi.org/10.1016/j.leaqua.2023.101735openalex-snapshot
A window into your status: Environment-based social class’s effect on virtual leadership
inferred← citeshttps://doi.org/10.1016/j.leaqua.2023.101751openalex-snapshot
Interaction coding in leadership research: A critical review and best-practice recommendations to measure behavior
inferred← citeshttps://doi.org/10.1016/j.leaqua.2023.101755openalex-snapshot
The context deficit in leadership research
inferred← citeshttps://doi.org/10.1016/j.leaqua.2025.101879openalex-snapshot
Signaling with babble? Exploring the effects of gender and speaking time on leader emergence
inferred← citeshttps://doi.org/10.1016/j.leaqua.2025.101912openalex-snapshot
How does collective leadership emerge? A dual-process theory formalized using agent-based modeling
inferred← citeshttps://doi.org/10.1016/j.leaqua.2026.101979openalex-snapshot
The dance of leadership: How behavioral interaction scripts enable leadership among strangers
inferred← citeshttps://doi.org/10.1016/j.lrp.2022.102213openalex-snapshot
Mapping and managing productive organizational energy over time: The Energy Pattern Explorer tool
inferred← citeshttps://doi.org/10.1016/j.psychsport.2025.102866openalex-snapshot
Relationships between coach servant leadership, internal team environment, and shared athlete leadership: A social network approach
inferred← citeshttps://doi.org/10.1016/j.riob.2014.10.001openalex-snapshot
People perception: Social vision of groups and consequences for organizing and interacting
inferred← citeshttps://doi.org/10.1016/j.sbr.2026.100095openalex-snapshot
Unpacking leadership agility: Archetypes and microfoundations
inferred← citeshttps://doi.org/10.1016/j.socnet.2016.05.003openalex-snapshot
Leadership network and team performance in interactive contests
inferred← citeshttps://doi.org/10.1016/j.ssci.2014.07.021openalex-snapshot
Principles of adaptive management in complex safety–critical organizations
inferred← citeshttps://doi.org/10.1017/cts.2023.598openalex-snapshot
A leadership model supporting maturation of high-performance translational teams
inferred← citeshttps://doi.org/10.1017/iop.2021.14openalex-snapshot
A pandemic is dynamic: Viewing COVID-19 through an adaptation lens
inferred← citeshttps://doi.org/10.1037/a0028244openalex-snapshot
A quasi-experimental study of after-event reviews and leadership development.
inferred← citeshttps://doi.org/10.1037/a0038898openalex-snapshot
Modeling reciprocal team cohesion–performance relationships, as impacted by shared leadership and members’ competence.
inferred← citeshttps://doi.org/10.1037/a0038922openalex-snapshot
Social network approaches to leadership: An integrative conceptual review.
inferred← citeshttps://doi.org/10.1037/apl0000089openalex-snapshot
Leadership in applied psychology: Three waves of theory and research.
inferred← citeshttps://doi.org/10.1037/apl0000219openalex-snapshot
What happens during annual appraisal interviews? How leader–follower interactions unfold and impact interview outcomes.
inferred← citeshttps://doi.org/10.1037/cpb0000142openalex-snapshot
A new model of leadership-as-practice development for consulting psychologists.
inferred← citeshttps://doi.org/10.1061/(asce)co.1943-7862.0001920openalex-snapshot
Shared Leadership and Team Creativity: Construction Industry Perspective
inferred← citeshttps://doi.org/10.1080/0309877x.2019.1669770openalex-snapshot
Modelling the interaction of leadership, culture and power in higher education
inferred← citeshttps://doi.org/10.1080/09540962.2024.2396458openalex-snapshot
Public leadership meta-skills in the 2020s
inferred← citeshttps://doi.org/10.1080/10400419.2023.2169515openalex-snapshot
Building More Accurate Shared Leadership Theory: The Double Threshold Effect of Shared Leadership on Multilevel Creativity
inferred← citeshttps://doi.org/10.1080/13602381.2024.2353773openalex-snapshot
The effects of gender diversity and cognitive diversity on team performance in Japanese R&D teams including the effect of shared leadership as a moderator
inferred← citeshttps://doi.org/10.1080/14660970.2022.2061470openalex-snapshot
Qualitative study of a Korean elite university soccer team from a vertical leadership and shared leadership perspective
inferred← citeshttps://doi.org/10.1080/14783363.2017.1412255openalex-snapshot
Leadership, goal acceptance, and QMS conformance readiness: exploring the mediating effects of audit team cohesion
inferred← citeshttps://doi.org/10.1080/15309576.2025.2541852openalex-snapshot
Antecedents of Shared Leadership in the Public Sector: A Social Network Approach
inferred← citeshttps://doi.org/10.1080/15700763.2025.2462738openalex-snapshot
The Complexity of Adaptive Leadership Amid Turbulence: Insights from Superintendents as District Leaders
inferred← citeshttps://doi.org/10.1080/1612197x.2023.2291727openalex-snapshot
The assessment of the halo-effect in a questionnaire rating dimensions of coaches’ competence
inferred← citeshttps://doi.org/10.1080/19390459.2015.1015815openalex-snapshot
Further development of a sustainable procedure framework for strategic natural resources and disaster risk management
inferred← citeshttps://doi.org/10.1080/2331186x.2024.2398831openalex-snapshot
A reflexive autoethnography of supervisory psychosocial-educational support in online academic family meetings for postgraduate nursing students during the pandemic
inferred← citeshttps://doi.org/10.1080/23322373.2020.1779944openalex-snapshot
Companionate leadership: A shemswian perspective
inferred← citeshttps://doi.org/10.1080/23750472.2026.2720088openalex-snapshot
Leading for high performance: performance management and leadership requirements of performance directors in elite football
inferred← citeshttps://doi.org/10.1080/25729861.2022.2162744openalex-snapshot
Governance in socio-environmental research: an analysis of multi-stakeholder cooperation mechanisms in two research laboratories in Yucatan, Mexico
inferred← citeshttps://doi.org/10.1093/9780198937876.003.0014openalex-snapshot
Followership and Social Purpose
inferred← citeshttps://doi.org/10.1093/cercor/bhac524openalex-snapshot
Letting leaders spontaneously emerge yields better creative outcomes and higher leader–follower interbrain synchrony during creative group communication
inferred← citeshttps://doi.org/10.1093/obo/9780199846740-0092openalex-snapshot
Leadership Development
inferred← citeshttps://doi.org/10.1093/obo/9780199846740-0244openalex-snapshot
Leader Emergence
inferred← citeshttps://doi.org/10.1093/oxfordhb/9780190085384.013.1openalex-snapshot
Frontiers of Cross-Cultural Organizational Behavior
inferred← citeshttps://doi.org/10.1093/oxfordhb/9780190085384.013.14openalex-snapshot
Leaders, Followers, and Culture
inferred← citeshttps://doi.org/10.1093/oxfordhb/9780199755615.013.040openalex-snapshot
Leadership Development: A Review and Agenda for Future Research
inferred← citeshttps://doi.org/10.1093/workar/waae023openalex-snapshot
Exploring midlife identity negotiations in the context of the gender career gap: an interdisciplinary conceptual framework
inferred← citeshttps://doi.org/10.1108/978-1-64802-206-720251002openalex-snapshot
Introduction
inferred← citeshttps://doi.org/10.1108/978-1-64802-206-720251004openalex-snapshot
From a Leader and a Follower to Shared Leadership
inferred← citeshttps://doi.org/10.1108/978-1-64802-666-920251012openalex-snapshot
Integrating Leadership and Power
inferred← citeshttps://doi.org/10.1108/978-1-78560-948-020161001openalex-snapshot
All in “The Family”: Leading and Following through Individual, Relational, and Collective Mindsets
inferred← citeshttps://doi.org/10.1108/978-1-78743-785-220181022openalex-snapshot
References
inferred← citeshttps://doi.org/10.1108/978-1-80117-852-520221003openalex-snapshot
Defining Authentic Leadership: A Developing Economy Perspective
inferred← citeshttps://doi.org/10.1108/978-1-83662-486-820251004openalex-snapshot
Adaptive Leadership in the Technological Era
inferred← citeshttps://doi.org/10.1108/ccij-09-2023-0125openalex-snapshot
The integrated role of adaptive leadership, sense of empathy and communication transparency: trust building in corporate communication during the pandemic
inferred← citeshttps://doi.org/10.1108/cemj-08-2024-0263openalex-snapshot
Transformational and shared leadership relationships with employee performance and intention to leave among IT knowledge workers: mediating effects of communication quality and organizational commitment
inferred← citeshttps://doi.org/10.1108/dlo-04-2025-0146openalex-snapshot
Microlearning as a catalyst for agile leadership: a framework for hybrid workplaces
inferred← citeshttps://doi.org/10.1108/ejtd-05-2025-0083openalex-snapshot
Building adaptive leaders: rethinking leadership development in the age of uncertainty
inferred← citeshttps://doi.org/10.1108/ijbm-01-2025-0020openalex-snapshot
The effects of a leader’s communication skills on bank marketing in the view of bank employees
inferred← citeshttps://doi.org/10.1108/ijcma-04-2016-0020openalex-snapshot
The impact of followers’ conflict behaviors on teams’ transformational leadership, team member exchange and engagement
inferred← citeshttps://doi.org/10.1108/ijem-02-2022-0076openalex-snapshot
Developing adaptability and agility in leadership amidst the COVID-19 crisis: experiences of early-career school principals
inferred← citeshttps://doi.org/10.1108/ijem-06-2025-0450openalex-snapshot
School leadership during times of crisis: a qualitative meta-synthesis
inferred← citeshttps://doi.org/10.1108/ijoes-04-2022-0084openalex-snapshot
Enhancing the perceived organizational support, perceived ethical-philanthropic CSR and subjective well-being: the role of ethical leadership
inferred← citeshttps://doi.org/10.1108/ijpdlm-12-2024-0497openalex-snapshot
Adaptive leadership in artificial intelligence solutions in operations and supply chain management projects: the Robert Bosch GmbH case
inferred← citeshttps://doi.org/10.1108/ijpl-02-2017-0009openalex-snapshot
“Corps” leadership: a cadet perspective on shared leadership
inferred← citeshttps://doi.org/10.1108/jhom-01-2014-0009openalex-snapshot
Configurations of leadership practices in hospital units
inferred← citeshttps://doi.org/10.1108/jhti-02-2025-0320openalex-snapshot
Adaptive leadership and resilience: the mediating and moderating pathways to green competitiveness in the hospitality sector
inferred← citeshttps://doi.org/10.1108/jmh-06-2020-0041openalex-snapshot
Enabling leadership: Whitney Young, Jr as dramaturgical director of the US civil rights movement
inferred← citeshttps://doi.org/10.1108/lhs-07-2025-0121openalex-snapshot
Empowering adaptive leadership: a dynamic adaptive approach
inferred← citeshttps://doi.org/10.1108/lodj-09-2021-0409openalex-snapshot
Do congruent perceptions of an ethical leader and one's supervisor impact job-related outcomes? Testing mechanisms and boundaries
inferred← citeshttps://doi.org/10.1108/lodj-09-2023-0537openalex-snapshot
Understanding emergent leader–follower patterns and the role of gender in teams: a micro-temporal account
inferred← citeshttps://doi.org/10.1108/lodj-09-2025-0822openalex-snapshot
Disability-linked ethical adaptive leadership: a psychobiography of Srikanth Bolla
inferred← citeshttps://doi.org/10.1108/lodj-10-2013-0135openalex-snapshot
Seeking and measuring the essential behaviors of servant leadership
inferred← citeshttps://doi.org/10.1108/lodj-11-2016-0298openalex-snapshot
Why and when leadership training predicts effectiveness
inferred← citeshttps://doi.org/10.1108/lodj-12-2012-0158openalex-snapshot
The ideal employee: context and leaders’ implicit follower theories
inferred← citeshttps://doi.org/10.1108/ribs-09-2025-0136openalex-snapshot
Beyond borders, beyond assumptions: new empirical insights into global virtual team dynamics
inferred← citeshttps://doi.org/10.1108/s0742-730120210000039005openalex-snapshot
Network Structures of Influence within Organizations and Implications for HRM
inferred← citeshttps://doi.org/10.1108/s1474-8231(2013)0000014005openalex-snapshot
Preface
inferred← citeshttps://doi.org/10.1108/s1474-8231(2013)14openalex-snapshot
Leading in Health Care Organizations: Improving Safety, Satisfaction and Financial Performance
inferred← citeshttps://doi.org/10.1108/s1479-355520160000014005openalex-snapshot
An Enrichment/Impairment Perspective on Leading in Multiple Domains: The Impact on Leader/Follower Well-Being and Stress
inferred← citeshttps://doi.org/10.1108/s1479-357120180000009007openalex-snapshot
Chapter 13 Leadership in Transformation: From Maestro to a Jazz Orchestra
inferred← citeshttps://doi.org/10.1108/s2058-880120210000001007openalex-snapshot
What Favelas can Teach about Leadership: The Importance of Shared-Purpose and Place-Based Leadership
inferred← citeshttps://doi.org/10.1108/sl-03-2024-0025openalex-snapshot
Linking leadership and followership styles
inferred← citeshttps://doi.org/10.1108/sl-03-2025-0049openalex-snapshot
Integrative leadership in complex adaptive systems: a multi-modal analysis of strategic decision-making processes
inferred← citeshttps://doi.org/10.1108/tpm-02-2025-0026openalex-snapshot
Do self-organizing teams promote shared leadership and team performance in crisis management?
inferred← citeshttps://doi.org/10.1108/tpm-09-2017-0048openalex-snapshot
Shared leadership effectiveness: perceived task complexity as moderator
inferred← citeshttps://doi.org/10.1109/tem.2019.2946608openalex-snapshot
Top Management Team Shared Leadership, Market-Oriented Culture, Innovation Capability, and Firm Performance
inferred← citeshttps://doi.org/10.1111/apps.70049openalex-snapshot
Leadership structure and performance in dynamic contexts: A multidimensional network approach 1
inferred← citeshttps://doi.org/10.1111/ijmr.12095openalex-snapshot
Towards a Three‐Component Model of Relational Social Constructionist Leadership: A Systematic Review and Critical Interpretive Synthesis
inferred← citeshttps://doi.org/10.1111/joms.12395openalex-snapshot
Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance
inferred← citeshttps://doi.org/10.1111/joms.12769openalex-snapshot
The Effects of Objective and Subjective Social Class on Leadership Emergence
inferred← citeshttps://doi.org/10.1111/jonm.13403openalex-snapshot
A systematic review exploring the impact of focal leader behaviours on health care team performance
inferred← citeshttps://doi.org/10.1111/joop.12371openalex-snapshot
A diary study on shared leadership, team work engagement, and goal attainment
inferred← citeshttps://doi.org/10.1111/joop.12385openalex-snapshot
Antecedents and consequences of leaders’ implicit followership theories
inferred← citeshttps://doi.org/10.1111/joop.70100openalex-snapshot
Directive leadership as social adaptation: How leader and aggregate team core self‐evaluation interact with team past performance to shape directive behaviour
inferred← citeshttps://doi.org/10.1111/peps.12062openalex-snapshot
The Role of Leadership and Trust in Creating Structural Patterns of Team Procedural Justice: A Social Network Investigation
inferred← citeshttps://doi.org/10.1111/peps.12308openalex-snapshot
Meeting the need or falling in line? The effect of laissez‐faire formal leaders on informal leadership
inferred← citeshttps://doi.org/10.1111/peps.12388openalex-snapshot
A multiplex view of leadership structure in management teams
inferred← citeshttps://doi.org/10.1111/peps.12606openalex-snapshot
The cost of leader personal financial insecurity: implications for adaptive team performance
inferred← citeshttps://doi.org/10.1111/sjop.12733openalex-snapshot
A moderated mediation model linking transactive memory system and social media with shared leadership and team innovation
inferred← citeshttps://doi.org/10.1136/bmjopen-2017-017569openalex-snapshot
Collective leadership and safety cultures (Co-Lead): protocol for a mixed-methods pilot evaluation of the impact of a co-designed collective leadership intervention on team performance and safety culture in a hospital group in Ireland
inferred← citeshttps://doi.org/10.1136/leader-2019-000162openalex-snapshot
Followership: much more than simply following the leader
inferred← citeshttps://doi.org/10.1136/leader-2022-000733openalex-snapshot
Five hats of effective leaders: teacher, mentor, coach, supervisor and sponsor
inferred← citeshttps://doi.org/10.1146/annurev-orgpsych-012119-045434openalex-snapshot
Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information
inferred← citeshttps://doi.org/10.1146/annurev-orgpsych-032414-111328openalex-snapshot
Leadership Development: An Outcome-Oriented Review Based on Time and Levels of Analyses
inferred← citeshttps://doi.org/10.1146/annurev-orgpsych-110721-040430openalex-snapshot
Leadership Emergence: Answering the “How” and “Why” Questions by Considering Levels of Analysis and Form of Emergence
inferred← citeshttps://doi.org/10.1155/2020/2025140openalex-snapshot
The Approach of Hierarchical Linear Model to Exploring Individual and Team Creativity: A Perspective of Cultural Intelligence and Team Trust
inferred← citeshttps://doi.org/10.1177/0149206314525205openalex-snapshot
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations
inferred← citeshttps://doi.org/10.1177/0149206317733510openalex-snapshot
Conveyed Leader PsyCap Predicting Leader Effectiveness Through Positive Energizing
inferred← citeshttps://doi.org/10.1177/0149206320901573openalex-snapshot
Understanding Work Teams From a Network Perspective: A Review and Future Research Directions
inferred← citeshttps://doi.org/10.1177/07439156241286499openalex-snapshot
Generative AI in Marketing: Promises, Perils, and Public Policy Implications
inferred← citeshttps://doi.org/10.1177/09514848251407051openalex-snapshot
Designing and delivering managerial training for the turnaround of a National Health System. Lessons and reflections from research evidence and field work in the Romanian NHS.
inferred← citeshttps://doi.org/10.1177/1046496417740636openalex-snapshot
Seems Fair to Me: Dyadic Leader Consensus Mediates Fairness and Group Performance
inferred← citeshttps://doi.org/10.1177/1046496418810437openalex-snapshot
Adapting Leadership Perceptions Across Tasks: Micro-Origins of Informal Leadership Transitions
inferred← citeshttps://doi.org/10.1177/1046496419840432openalex-snapshot
Tensions Between Diversity and Shared Leadership: The Role of Team Political Skill
inferred← citeshttps://doi.org/10.1177/1046496420950480openalex-snapshot
Perceiving Leadership Structures in Teams: Effects of Cognitive Schemas and Perceived Communication
inferred← citeshttps://doi.org/10.1177/10464964261486804openalex-snapshot
Leadership Structure and Style Conjointly Affect Team Adaptive Performance: Experimental Evidence
inferred← citeshttps://doi.org/10.1177/1052562918813190openalex-snapshot
Promoting Identity Development in Leadership Education: A Multidomain Approach to Developing the Whole Leader
inferred← citeshttps://doi.org/10.1177/10525629211041355openalex-snapshot
An Approach for Humanizing Leadership Education: Building Learning Community & Stakeholder Engagement
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