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
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.
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“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
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Cited by
Sorted by citations
Role congruity theory of prejudice toward female leaders.
Eagly, A. H., & Karau, S. J. (2002) · Psychological Review · doi:10.1037//0033-295x.109.3.573 · Cited by 7,300
DeRue, D. S., & Ashford, S. J. (2010) · Academy of Management Review · doi:10.5465/amr.2010.53503267 · Cited by 1,582
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Epitropaki, O., & Martin, R. (2004) · Journal of Applied Psychology · doi:10.1037/0021-9010.89.2.293 · Cited by 681
Managing to clear the air: Stereotype threat, women, and leadership
Hoyt, C. L., & Murphy, S. E. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.11.002 · Cited by 454
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
- 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
- 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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