The DOI matches its Crossref record.
Contemporary trends in the analysis of leadership processes.
Abstract
Abstract : An overview is provided of several lines of development in the study of leadership up to, and within, the contemporary scene. These include consideration of: leadership as a process involving an influence relationship; the leader as one among other participants in this relationship; the transaction occurring between leaders and followers; the differential tasks or functions associated with being a leader; and the nature of leader effectiveness. Several implications are derived for future research, including the need to: attend to leadership as a property of the system of a group; recognize the two-way influence characterizing leader-follower relations; distinguish better between the maintenance of leadership and its emergence, particularly those factors legitimizing the leader's position through processes of succession; focus greater attention on leader effectiveness in terms of the followers' expectations and perceptions of him, especially as they reveal the psychological basis for identification. (Author)
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cited by
A Social Identity Theory of Leadership
Hogg, M. A. (2001) · Personality and Social Psychology Review · doi:10.1207/s15327957pspr0503_1 · Cited by 2,298
Relational leadership theory: exploring the social processes of leadership and organizing
Uhl-Bien, M. (2006) · The Leadership Quarterly · doi:10.1016/j.leaqua.2006.10.007 · Cited by 1,973
Followership theory: A review and research agenda
Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.007 · Cited by 1,213
Lord, R. G., de Vader, C. L., & Alliger, G. M. (1986) · Journal of Applied Psychology · doi:10.1037/0021-9010.71.3.402 · Cited by 1,230
Power and leadership in organizations: Relationships in transition.
Hollander, E. P., & Offermann, L. R. (1990) · American Psychologist · doi:10.1037/0003-066x.45.2.179 · Cited by 411
Self-citationThe functions and dysfunctions of hierarchy
Anderson, C., & Brown, C. E. (2010) · Research in Organizational Behavior · doi:10.1016/j.riob.2010.08.002 · Cited by 395
Baker (2007) · doi:10.1177/0002831207304343 · Cited by 252
Leadership: Perspectives in Theory and Research
Jago, A. G. (1982) · Management Science · doi:10.1287/mnsc.28.3.315 · Cited by 206
Implicit leadership theories: defining leaders described as worthy of influence
Kenney, R. A., Schwartz-Kenney, B. M., & Blascovich, J. (1996) · Personality and Social Psychology Bulletin · doi:10.1177/01461672962211004 · Cited by 164
An institutional theory of leadership
Biggart, N. W., & Hamilton, G. G. (1987) · The Journal of Applied Behavioral Science · doi:10.1177/002188638702300401 · Cited by 132
Wang, G., Van Iddekinge, C. H., Zhang, L., & Bishoff, J. (2019) · Journal of Applied Psychology · doi:10.1037/apl0000345 · Cited by 92
Five-factor model traits and the prototypical image of the effective leader in the Confucian culture
Lim Leung, S., & Bozionelos, N. (2004) · Employee Relations · doi:10.1108/01425450410506904 · Cited by 46
Metadata
- Authors
- Hollander, E. P., & Julian, J. W.
- Venue
- Psychological Bulletin
- Published
- 1969
- Volume
- 71
- Issue
- 5
- Pages
- 387-397
- ISSN
- 0033-2909 (ISSN-L)
- 1939-1455
- OpenAlex
- W2152337901
- Cited by
- 365
- References
- 0
- FWCI
- 69.35
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
