Leadership: Current Theories, Research, and Future Directions

Department of Management, University of Nebraska, Lincoln, NE 68588-0491, USA.
Annual Review of Psychology (Impact Factor: 21.81). 01/2009; 60:421-49. DOI: 10.1146/annurev.psych.60.110707.163621
Source: PubMed


This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.

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    • "To the best of our knowledge, this study is the first that applies the SOE construct to the relationship between transformational leadership and its outcomes. Our study responds to Avolio et al.'s (2009) call for papers which examine simultaneously the moderating and mediating mechanisms that link transformational leadership to follower outcomes. Above and beyond its theoretical contribution by specifying the why and the when (Whetten, 1989), this research has also important practical implications. "

    Career Development International 10/2015; 20(6):583-603. DOI:10.1108/CDI-12-2014-0158 · 1.29 Impact Factor
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    • "Unfortunately, the aforementioned studies generally focused on the dyadic level, investigating the antecedents and consequences of trust between a leader and a particular subordinate. Some recent research has begun to consider leadership as a team-level process that involves both teamlevel consensus (Avolio et al. 2009; Chen and Kanfer 2006; Chen et al. 2007) and differentiation among team members (Wu et al. 2010; Cole et al. 2011; Liden et al. 2006). However, the extent to which differentiated leadership violates leaders' moral duty to their followers and impairs followers' trust in leaders needs further examination. "
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    ABSTRACT: From the perspective of the integrative model of organizational trust, this study proposes a multi-level model for whether, how, and when differentiated empowering leadership influences followers’ trust in leaders and their work outcomes. Drawing on a sample of 372 followers from 97 teams in China, it was found that the negative effect of differentiated empowering leadership on followers’ trust in leaders became salient when followers’ Chinese traditionality was low. Moreover, followers’ trust in leaders mediated the effect of differentiated empowering leadership and Chinese traditionality on followers’ in-role performance, extra-role performance, and counterproductive work behaviors toward the organization. These findings have implications for managerial theory and practice in the domains of trust and differentiated empowering leadership.
    Journal of Business Ethics 10/2015; DOI:10.1007/s10551-015-2900-1 · 1.33 Impact Factor
    • "Over the last decade, growing empirical research has highlighted the utility of servant leadership as a management technique that enables business organizations to develop and maintain a competitive advantage. Servant leadership refers to a leadership approach by which leaders set aside their self-interest and altruistically work for the benefit of their followers, and the communities in which they operate (Avolio et al. 2009; Parris and Welty Peachey 2013). Servant leaders invest in the development of their followers by acting as role models who provide support, involve followers in decision making, display appropriate ethical behavior, and stress the importance of serving the wider community in which they are embedded (Reed et al. 2011; Stone et al. 2004). "

    Journal of Business Ethics 09/2015; DOI:10.1007/s10551-015-2827-6 · 1.33 Impact Factor
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