Implicit Leadership Theories: Prototypes for New Leaders

Kenney, Robert A.; Blascovich, Jim; Shaver, Phillip R.

doi:10.1207/s15324834basp1504_2

Cited by 68 publications

(73 citation statements)

References 31 publications

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“…That followers have specific expectations about leadership behavior and characteristics is well documented in the research addressing implicit leadership theories and leadership prototypes (Kenney et al, 1994(Kenney et al, , 1996Lord et al, 2001). Investigating the role that interpersonal sensitivity plays with regard to expectations harbored toward good leaders is new.…”

Section: Discussionmentioning

confidence: 99%

“…Although there is research investigating how leaders are perceived and what people expect their prototypical behavior to be (Kenney, Blascovich, & Shaver, 1994;Kenney, Schwartz-Kenney, & Blascovich, 1996;Lord, Brown, Harvey, & Hall, 2001), the question as to whether these expectations include interpersonal sensitivity has not yet been explored. Moreover, it remains unclear whether the prototypical behavior expected from a leader would describe a good leader or a bad leader.…”

Section: Studymentioning

confidence: 99%

“…We chose work investment, loyalty, and innovation because, on the one hand, they have been identified as important aspects for prototypical leaders (Kenney et al, 1994(Kenney et al, , 1996Lord et al, 2001). On the other hand, we thought that these aspects might also describe subordinates.…”

Section: Studymentioning

confidence: 99%

See 2 more Smart Citations

On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership

Mast

Jonas

Cronauer

et al. 2011

J Applied Social Pyschol

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This research is aimed at showing that interpersonal sensitivity (being attuned to and correctly inferring another person's thoughts and feelings) is an important aspect of what people expect from a good leader and that interpersonally sensitive leaders have more satisfied subordinates. In the first study, participants indicated how much they expected a good superior to be interpersonally sensitive (among other characteristics). People expect leaders to be interpersonally sensitive more so than subordinates. In the second study, participants interacted in same-gender dyads as leaders and subordinates. We measured subordinate satisfaction and leader interpersonal sensitivity. More interpersonally sensitive leaders had more satisfied subordinates.

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Section: Discussionmentioning

confidence: 99%

Section: Studymentioning

confidence: 99%

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On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership

Mast

Jonas

Cronauer

et al. 2011

J Applied Social Pyschol

View full text Add to dashboard Cite

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“…Understanding how people think about leadership and the consequences this has in social contexts has received growing attention within the leadership research (see e.g., Lord & Brown, 2003;Lord & Maher, 1993), because people's implicit theories about leadership also explain what kind of leadership styles work or not (e.g., Brodbeck et al, 2000;Engle & Lord, 1997;Fuller et al, 1996;Keller, 1999;Kenney et al, 1994;Kenney et al, 1996;Stewart, 2001). Gaining insight into students' implicit theories about leadership and management could therefore have an impact on how teaching is arranged and performed.…”

Section: Discussionmentioning

confidence: 99%

“…Furthermore, if people consider a superior to be a good leader, the superior will often be more successful as a leader. In consequence, this theoretical understanding defines leadership by the subordinates' preferences and judgment (e.g., Brodbeck et al, 2000;Engle & Lord, 1997;Fuller et al, 1996;Keller, 1999;Kenney et al, 1994;Kenney et al, 1996;Stewart, 2001).…”

Section: Introductionmentioning

confidence: 99%

Management Principles in Hospitality and Tourism

Marnburg

2007

Journal of Human Resources in Hospitality & Tourism

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ABSTRACT.Research into implicit leadership theories has revealed that people's conceptualizations of good and bad leadership, based on their experiences, have impacts on how they perceive leadership. This paper presents results from a study of 148 freshman Hospitality and Tourism Management students' preferences of management principles. It focuses on dichotomy principles in three dimensions, how tasks are defined (Functionalism vs. Idealism), how decisions are reached (Conflict vs. Harmony), and how organizational resources are utilized (Organic vs. Mechanic). The main findings were that there were large differences in the students' preferences and four characteristic groups were identified, though explaining the differences by mainly demographic variables was problematic. The findings and their implications are discussed with regard to industrial and educational implications and further research.

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Rethinking Implicit Leadership Theories: Tomorrow's Leaders are Collective, Generative, and Adaptive

Wilson

North

Morris

et al. 2020

J of Leadership Studies

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Despite the importance of implicit leadership theories (ILTs) and the prevalence of egalitarian leadership models, few studies address the lack of collective leadership constructs in ILTs. Given the dominance of leadership instruments using leader-centric measurements, a popular ILT questionnaire was augmented with 16 new items that represented collective, emerging, and egalitarian constructs. A principal components analysis was conducted on a 37-item questionnaire with 528 university faculty, staff, and students. The five-component solution explained 52.5% of the total variance. The model retained two previous ILT components (dedication and intellectual) and found three new ones. These were identified as collective, generative, and integrative and consisted of 12 items that represent collective ILTs. The findings suggest that prototypical and leader-centric ILTs are giving way to collective models.

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Implicit Leadership Theories: Prototypes for New Leaders

Cited by 68 publications

References 31 publications

On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership

On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership

Management Principles in Hospitality and Tourism

Rethinking Implicit Leadership Theories: Tomorrow's Leaders are Collective, Generative, and Adaptive

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