A qualitative analysis of charismatic leadership in creative teams: The case of television directors
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 19, Heft 3, S. 335-352
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In: The leadership quarterly: an international journal of political, social and behavioral science, Band 19, Heft 3, S. 335-352
In: New directions for student leadership, Band 2016, Heft 149, S. 73-84
ISSN: 2373-3357
This chapter describes the role of two types of self‐efficacy—leader self‐efficacy and leader developmental efficacy—for enhancing leadership development. Practical implications for designing and developing leadership programs that take into account these two types of self‐efficacy are discussed.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 22, Heft 3, S. 459-470
In: New directions for student leadership, Band 2023, Heft 178, S. 21-30
ISSN: 2373-3357
AbstractThis article reviews foundational scholarship related to leader development, including implications of the integrative theory of leader development and the dynamic model of leader development across the lifespan. Authors provide a rationale for why college is a critical juncture for creating ethical and inclusive leaders for the future and offer suggestions for ways to enhance leadership education.
In: Small group research: an international journal of theory, investigation, and application, Band 35, Heft 5, S. 495-514
ISSN: 1552-8278
Charismatic leaders are often thought to emerge in times of crisis. This study examined the effects of evaluation stress and situational crisis on task performance and ratings of charismatic behavior, as assessed by outside coders on Conger and Kanungo's C-K Scale. Fiftyfive three-member groups were randomly assigned a leader and asked to complete a projectplanning task. Half of the groups were randomly assigned to a stress condition, and all groups underwent a midsession crisis intervention. Results showed that leaders in the stress condition were perceived as significantly more charismatic than leaders in the no-stress condition, although ratings converged after the crisis manipulation.
In: The leadership quarterly: an international journal of political, social and behavioral science, S. 101382
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 32, Heft 1, S. 101457
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 21, Heft 5, S. 716-732
In: Series in applied psychology