Hostname: page-component-78c5997874-v9fdk Total loading time: 0 Render date: 2024-11-01T06:34:07.842Z Has data issue: false hasContentIssue false
  • English
  • Français

Location, Language, Location: Toward a Better Understanding of Leader-Performance Relations

Published online by Cambridge University Press:  07 January 2015

Tyree D. Mitchell  and
Annette J. Towler
Tyree D. Mitchell*
Affiliation:
DePaul University
Annette J. Towler
Affiliation:
DePaul University
*
E-mail: [email protected], Address: Department of Psychology, DePaul University, Chicago, IL 60614
Get access Rights & Permissions [Opens in a new window]

Extract

Lord and Dinh (2014) raise a number of important points that need to be considered in development of leadership research and practice. There are three main issues that we wish to address to support and develop their statements.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 7 , Issue 2 , June 2014 , pp. 195 - 198
Copyright
Copyright © Society for Industrial and Organizational Psychology 2014

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Avolio, B. J. (2007). Promoting more integrative strategies for leadership theory-building. American Psychologist, 62, 25–33.Google Scholar
Bass, B. M. (1990). Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications (3rd ed.). New York, NY: Free Press.Google Scholar
Bass, B. M., & Bass, R. (2002). The Bass handbook of leadership: Theory, research, and managerial applications. New York, NY: Free Press.Google Scholar
Bell, B. S., & Kozlowski, S. J. (2002). A typology of virtual teams: Implications for effective leadership. Group and Organizational Management, 21, 14–49.Google Scholar
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89, 901–910.Google Scholar
Conger, J. A. (1991). Inspiring others: the language of leadership. Academy of Management Executive, 5, 31–45.Google Scholar
De Cremer, D. (2002). Charismatic leadership and cooperation in social dilemmas: A matter of transforming motives? Journal of Applied Social Psychology, 32, 997–1017.Google Scholar
Drake, B. H., & Moberg, D. J. (1986). Communicating influence attempts in dyads: Linguistic sedatives and palliatives. Academy of Management Review, 11, 567–584.Google Scholar
Dvir, T., & Shamir, B. (2003). Follower developmental characteristics as predictors of predicting transformational leadership: A longitudinal field study. Leadership Quarterly, 14, 327–344.Google Scholar
Ehrhart, M. G., & Klein, K. (2001). Predicting follower's preference for charismatic leadership: The influence of follower value and personality. Leadership Quarterly, 12, 153–179.CrossRefGoogle Scholar
Frese, M., Beimel, S., & Schoenborn, S. (2003). Action training for charismatic leadership: Two evaluation studies of a commercial training module on inspirational communication of a vision. Personnel Psychology, 56, 671–697.Google Scholar
Hegel, G. F. (1971). Philosophies of the mind. In W. Wallace (Trans.), Encyclopedias of the philosophical science. Oxford, England: Clarendon Press (Original work published 1830).Google Scholar
Hofstede, G. (1984). Culture's consequences: International differences in work-related values. Beverly Hills, CA: Sage.Google Scholar
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.Google Scholar
Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31, 386–408.Google Scholar
Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85, 751–765.Google Scholar
Lord, R. G., & Brown, D. J. (2004). Leadership processes and follower self-identity. Mahwah, NJ: Erlbaum.Google Scholar
Lord, R. G., & Dinh, J. E. (2014). What have we learned that is critical in understanding leadership perceptions and leader-performance relations? Industrial and Organizational Psychology: Perspectives on Science and Practice, 7(2), 158–177.CrossRefGoogle Scholar
Mitchell, T. D., Brown, S. G., Mann, K. E., & Towler, A. J. (2014). Three to tango: Agent, feedback-comparison, and goal-orientation on training outcomes. Paper to be presented at the 29th Annual Conference of the Society for Industrial and Organizational Psychology, Honolulu, HI.Google Scholar
Murray, H. (1938). Explorations in personality. New York, NY: Oxford University Press.Google Scholar
Pillai, P., Grewal, D., Stites-Doe, S., & Meindl, J. R. (1997). Winning charisma and losing the presidential election. Journal of Applied Social Psychology, 27, 1716–1727.CrossRefGoogle Scholar
Purvanova, R. K., & Bono, J. E. (2009). Leadership behavior in context: Face to face and virtual teams. Leadership Quarterly, 20, 343–357.CrossRefGoogle Scholar
Shamir, B., Arthur, M. B., & House, R. J. (1994). The rhetoric of charismatic leadership: A theoretical extension, a case study and implications for research. Leadership Quarterly, 5, 25–42.Google Scholar
Shapiro, D. L., Furst, S. A., Spreitzer, G. M., & Von Glinow, M. A. (2002). Transnational teams in the electronic age: Are team identity and high performance at risk? Journal of Organizational Behavior, 23, 455–467.Google Scholar
Tett, R. P., & Burnett, D. D. (2003). A personality trait-based interactionist model of job performance. Journal of Applied Psychology, 88, 500–517.Google Scholar
Towler, A. J. (2003). Effects of charismatic influence training on attitudes, behavior, and performance. Personnel Psychology, 56, 363–381.Google Scholar
Triandis, H. C. (1995). Individualism and collectivism. New York, NY: Simon and Schuster.Google Scholar