The DOI matches its Crossref record; 8 of the 8 references it cites were found in a registry or an index.
Lessons from Leadership Theory and the Contemporary Challenges of Leaders
Abstract
Leadership theories and the academic literature can sometimes seem difficult for practitioners to understand because of complex conceptualizations, obscure terms, and its enormousness. Yet taken as a whole, the literature makes a great deal of sense and has much to offer. Indeed, the truths are often quite simple, elegant, and straightforward. The purpose of this article is to review the major findings of the organizational leadership literature and to identify the important overarching insights, specifically those of particular importance to today's leaders in administrative positions in the public sector, where an evolving context constantly reconfigures age‐old challenges.
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Citations
Cites
Building a practically useful theory of goal setting and task motivation: A 35-year odyssey.
Locke, E. A., & Latham, G. P. (2002) · American Psychologist · doi:10.1037/0003-066x.57.9.705 · Cited by 7,766
Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.3.425 · Cited by 5,942
Authentic leadership development: Getting to the root of positive forms of leadership
Avolio, B. J., & Gardner, W. L. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.001 · Cited by 5,478
Can you see the real me? A self-based model of authentic leader and follower development
Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.003 · Cited by 2,232
Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence
Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012) · Public Administration Review · doi:10.1111/j.1540-6210.2011.02496.x · Cited by 633
Integrative leadership and the creation and maintenance of cross-sector collaborations
Crosby, B. C., & Bryson, J. M. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.01.003 · Cited by 520
Leadership and levels of analysis: A state-of-the-science review
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Building bridges from the margins: The work of leadership in social change organizations
Ospina, S., & Foldy, E. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.01.008 · Cited by 306
Cited by
Defining E‐leadership as Competence in ICT‐Mediated Communications: An Exploratory Assessment
Roman, A. V., Van Wart, M., Wang, X., Liu, C., Kim, S., & McCarthy, A. (2019) · Public Administration Review · doi:10.1111/puar.12980 · Cited by 259
Self-citationRoman, A. V. (2017) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2016.12.014 · Cited by 141
Liu, C., Van Wart, M., Kim, S., Wang, X., McCarthy, A., & Ready, D. (2020) · Australian Journal of Public Administration · doi:10.1111/1467-8500.12433 · Cited by 61
Metadata
- Authors
- Van Wart, M.
- Venue
- Public Administration Review
- Publisher
- Wiley
- Published
- 2013-05-09
- Volume
- 73
- Issue
- 4
- Pages
- 553-565
- ISSN
- 0033-3352 (ISSN-L)
- 1540-6210
- OpenAlex
- W1984547695
- Cited by
- 476
- References
- 8
- FWCI
- 53.72
- Type
- journal article
- Language
- en
- Open access
- closed
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