An Investigation of the Relationship between Four Criteria of Leadership Ability for Three Different Tasks

Carter, Launor F.; Nixon, Mary

doi:10.1080/00223980.1949.9915989

Cited by 46 publications

(19 citation statements)

References 4 publications

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“…Team members are then evaluated on indices of leader emergence. Several early studies (Barnlund, 1962;Bell & French, 1950;Borgatta, Couch, & Bales, 1954;Carter & Nixon, 1949;Gibb, 1947) concluded, on the basis of their results, that leader emergence was indeed situationally grounded: Leaders in one situation did not tend to emerge in other situations. However, as in earlier leader attribute studies, both methodological and measurement issues attenuated the magnitude of these effects, as well.…”

Section: The Ebb and Flow Of The Leader Trait Perspectivementioning

confidence: 99%

Trait-based perspectives of leadership.

Zaccaro

2007

American Psychologist

585

424

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The trait-based perspective of leadership has a long but checkered history. Trait approaches dominated the initial decades of scientific leadership research. Later, they were disdained for their inability to offer clear distinctions between leaders and nonleaders and for their failure to account for situational variance in leadership behavior. Recently, driven by greater conceptual, methodological, and statistical sophistication, such approaches have again risen to prominence. However, their contributions are likely to remain limited unless leadership researchers who adopt this perspective address several fundamental issues. The author argues that combinations of traits and attributes, integrated in conceptually meaningful ways, are more likely to predict leadership than additive or independent contributions of several single traits. Furthermore, a defining core of these dominant leader trait patterns reflects a stable tendency to lead in different ways across disparate organizational domains. Finally, the author summarizes a multistage model that specifies some leader traits as having more distal influences on leadership processes and performance, whereas others have more proximal effects that are integrated with, and influenced by, situational parameters.

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Section: The Ebb and Flow Of The Leader Trait Perspectivementioning

confidence: 99%

Trait-based perspectives of leadership.

Zaccaro

2007

American Psychologist

585

424

View full text Add to dashboard Cite

show abstract

“…Studies testing this consistency-specificity hypothesis have produced mixed results, however. Some researchers reported that leadership behaviors are consistent across situations (e.g., Albright & Forziati, 1995;Barnlund, 1962;Bell & French, 1950;Borgatta, 1954;Carter & Nixon, 1949;Geier, 1967;Gibb, 1950;Gordon & Medland, 1965;Schultz, 1974;Zaccaro, Foti, & Kenny, 1991), but others found evidence that leadership behaviors vary by context (Barrow, 1976;Herold, 1977;Hill, 1973;Hill & Hughes, 1974;James & White, 1983).…”

Section: Introductionmentioning

confidence: 96%

Transformational leadership in context: Face-to-face and virtual teams

Purvanova

Bono

2009

The Leadership Quarterly

320

227

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“…Early studies, such as those conducted by Hemphill (1949), Morris and Seeman (19SO), and Carter and Nixon (1949), specifically examined situational factors in leadership, but few recent studies have attempted to examine the generality of the situational findings of some of the "classic" earlier work in the field.…”

mentioning

confidence: 97%

Relationships between leader behavior and subordinate satisfaction and performance: A test of some situational moderators.

Schriesheim

Murphy²

1976

Journal of Applied Psychology

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The effects of foui 1 situational moderators on the relationships between (a) leader behavior and subordinate satisfaction and (b) leader behavior and subordinate performance were examined in a social services organization. Respondents described their job satisfaction, role clarity, and the behavior of their leaders, while the leaders evaluated the respondents' job performance. Using subgroup moderator analyses, the effect of work unit size was significant, with leader structure related to satisfaction in larger units and consideration related to satisfaction in smaller units. The results confirmed earlier findings that in low-stress jobs consideration enhances satisfaction and performance, but that in high stress jobs, structure is helpful. Also confirmed were results showing that high structure had dysfunctional effects only when accompanied by low consideration. Finally, role clarity did not moderate the relationship between leader behavior and subordinate satisfaction and performance.Recent reviews of the leadership literature have strongly emphasized the need to examine the large number of possible moderators of the relationships between leader behavior and subordinate satisfaction and performance. Many of these reviews have been concerned with the large number of studies that have used the Ohio State leadership scales (e.g.,

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An Investigation of the Relationship between Four Criteria of Leadership Ability for Three Different Tasks

Cited by 46 publications

References 4 publications

Trait-based perspectives of leadership.

Trait-based perspectives of leadership.

Transformational leadership in context: Face-to-face and virtual teams

Relationships between leader behavior and subordinate satisfaction and performance: A test of some situational moderators.

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