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Cited by 165Social and Intergroup PsychologyLeadership and Management in OrganizationsJob Satisfaction and Organizational Behavior

The DOI matches its Crossref record; 29 of the 29 references it cites were found in a registry or an index.

Implicit Leadership Theories: Defining Leaders Described as Worthy of Influence

Kenney, Robert A., Schwartz-Kenney, Beth M., Blascovich, Jim·1996·Personality and Social Psychology Bulletin
DOI 10.1177/01461672962211004
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Abstract

It is proposed that followers' implicit leadership theories for appointed and elected leaders considered worthy of influence consist of expectations organized around category prototypes. An assessment of college students' leader prototypes yielded 14 key appointed leader behaviors and 19 key elected leader behaviors. Subsequent investigations provided evidence for the existence of this leader category. Participants, for whom a leader-worthy-of-influence category was suggested, seemed to rely on associated prototypes during a leader behavior recognition task. They selectively recognized category-consistent information more than did a control group. Results are discussed with relation to the synthesis of the universal and situation-contingent behavior and trait approaches for predicting leadership effectiveness, leader selection and training, and cross-situational comparisons of leader categorizations.

Overview

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Crossref · 10.1177/01461672962211004

Cites

29 of 29 references verified0 citation errors · 0 not checkable

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Claims other papers make about this one

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  • People have implicit leadership theories and evaluate leaders and potential leaders in reference to them.

    “People have intuitive and preconceived notions of what it means to be a leader, termed implicit leadership theories, and people evaluate their leaders and potential leaders in reference to them (Forsyth & Nye, 2008;Kenney, Schwartz-Kenney, & Blascovich, 1996;Lord & Maher, 1991).”

    From Managing to clear the air: Stereotype threat, women, and leadership (2016) · cites this paper as Kenney, Schwartz-Kenney, & Blascovich, 1996

Citations

Cites

Flagged first, then by citations

Research works printed but not linked: 6

  1. Bass, B. M., 1990, Bass and Stogdill's handbook of leadership: Theory, research, and managerial applications
  2. Fiedler, F. E., 1974, Journal of Contemporary Business, 3, 65
  3. Fiske, S. T., 1991, Social cognition
  4. Graen, G., 1975, Leadership frontiers, 143
  5. Hemphill, J. K., 1957, Leader behavior: Its description and measurement, 6
  6. Yukl, G. A., 1989, Leadership in organizations

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Metadata

Authors
Kenney, R. A., Schwartz-Kenney, B. M., & Blascovich, J.
Affiliations
  • Partners Through Training, Lynchburg, Virginia
  • Randolph College (US)
  • University of California, Santa Barbara (US)
Venue
Personality and Social Psychology Bulletin
Publisher
SAGE Publications
Published
1996-11
Volume
22
Issue
11
Pages
1128-1143
ISSN
  • 0146-1672 (ISSN-L)
  • 1552-7433
DOI
10.1177/01461672962211004
OpenAlex
W1981205772
Cited by
164
References
28
Citations by year
2026: 3 · 2025: 4 · 2024: 1 · 2023: 6 · 2022: 8 · 2021: 7 · 2020: 5 · 2019: 7 · 2018: 11 · 2017: 9 · 2016: 12 · 2015: 7 · 2014: 8 · 2013: 14 · 2012: 8
FWCI
1.66
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
Personality and Social Psychology Bulletin (publishedVersion)
Topics
  • Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Keywords
implicit leadership theory, leader prototypes, elected officials, category prototypes, leadership selection, leadership training, leadership effectiveness

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