Implicit Leadership Theories: Think Leader, Think Effective?

Schyns, Birgit; Schilling, Jan

doi:10.1177/1056492610375989

Cited by 101 publications

(118 citation statements)

References 31 publications

(55 reference statements)

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“…Implicit leadership theories are images that everyone holds about the traits and behaviors of leaders in general (e.g., Schyns & Meindl, 2005). Similar to stereotypes, implicit leadership theories serve to explain the other person's behavior and also the observer's reaction toward that person (Kenney, SchwartzKenney, & Blascovich, 1996;Schyns & Schilling, 2011). This means that when meeting or observing a "leader," certain leader images are activated, and the behavior of this "leader" is interpreted in line with these images.…”

Section: Understanding Implicit Leadership Theoriesmentioning

confidence: 99%

“…Therefore, one way of integrating social context into leader/leadership development is by addressing leaders' and followers' images of leaders in general or so-called implicit leadership theories. Implicit leadership theories are conceptualized as everyday images of what leaders are like in terms of traits and behaviors (e.g., Offermann, Kennedy, & Wirtz, 1994;Schyns & Schilling, 2011). Therefore, implicit leadership theories, as theoretical constructs, focus on the social context in which leadership occurs.…”

mentioning

confidence: 99%

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Teaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference

Schyns

Kiefer

Kerschreiter

et al. 2011

AMLE

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118

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. (2011) 'Teaching implicit leadership theories to develop leaders and leadership : how and why it can make a dierence.', Academy of Management learning education., 10 (3). pp. 397-408.Further information on publisher's website:https://doi.org/10.5465/amle.2010.0015Publisher's copyright statement: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details.

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Section: Understanding Implicit Leadership Theoriesmentioning

confidence: 99%

mentioning

confidence: 99%

Teaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference

Schyns

Kiefer

Kerschreiter

et al. 2011

AMLE

Self Cite

118

View full text Add to dashboard Cite

show abstract

“…ILTs form over people's lives based on their experience and interaction with the social world . They explain people's behavior and reactions to others within a leadership context (Kenney, SchwartzKenney, & Blascovich, 1996;Schyns & Schilling, 2011). Interacting with the various stimuli they receive, ILTs determine who someone thinks is a leader, why, and their reactions to them.…”

Section: The Social Construction Of Leadershipmentioning

confidence: 99%

Reimagining Leadership in Sport Management: Lessons From the Social Construction of Leadership

Billsberry

Mueller

Skinner

et al. 2018

Journal of Sport Management

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Conventional approaches to leadership in sport management regard leadership as a leader-centric phenomenon. Recent advances in the generic leadership literature have highlighted the way that people construct their own understanding of leadership and shown that these influence their assessment and responses to people they regard as leaders. This observer-centric perspective is collectively known as the social construction of leadership. In this conceptual paper, we demonstrate how this emerging theoretical approach can reframe and invigorate our understanding of leadership in sport management. We explore the research implications of this new approach, reflect on what this might mean for teaching, and discuss the practical ramifications for leadership in sport management that might flow from the adoption of this approach.

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“…In other words, a leader is more likely to be accepted if he or she is behaving in accordance with a follower's expectations. Therefore, the ideal leader prototypes are related to actual leader behavior as a means of improving leadership effectiveness (Schyns and Schilling, 2011). Many important outcomes, such as employee attitude and evaluation of a leader, together with a leader's effectiveness, influence and productivity levels, can depend on the follower's preconception of an ideal leader (Van Quaquebeke et al, 2009;Stelmokienė and Endriulaitienė, 2015).…”

Section: 3mentioning

confidence: 99%

Ideal leader profiles in the Icelandic business sector: Evidence of uniformity of followers’ attitudes

Minelgaitė¹

2016

TVE

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ÚtdrátturRannsóknir á fyrirmyndar leiðtogahaefni í menningarlegu samhengi heldur vinsaeldum sínum þar sem það tengist skilvirkri forystu, frammistöðu fyrirtaekja og niðurstöðum þeirra. Rannsóknir benda til þess að félagslegir og lýðfraeðilegir eiginleikar fylgjenda geti haft áhrif á það hvað þeim finnst ákjósanleg hegðun fyrirmyndar leiðtoga, sem gerir þetta að mikilvaegu rannsóknarefni. Heimildir gefa til kynna að kyn, menntunarstig og aldur fylgjenda eru einkenni sem hafa mest áhrif á viðhorf þeirra til leiðtogahaefni. Aftur á móti gefa niðurstöður þessarar rannsóknar til kynna að fylgjendur á Íslandi hafa sameiginlegt viðhorf til fyrirmyndar leiðtogahaefni -án þess að mismunur vegna kyns, menntunarstigs eða aldurs fylgjenda hafi áhrif þegar fyrirmyndarleiðtoga er lýst. Fjallað er áhrif niðurstaðna á stjórnunarlega þaetti í greininni. AbstractResearch on the ideal leader profile in a cultural context maintains its popularity as it is related to leadership effectiveness, performance of organizations and organizational outcomes. The literature suggests that the sociodememographic characteristics of the followers might affect the preferences towards ideal leader behavior and hence, are important to investigate. This article presents the results of empirical research that was conducted in Iceland on ideal leader preferences. The literature indicates that gender, education level and the age of a follower are the characteristics that might affect attitudes the most. However, the results of the empirical research presented here indicate that followers in Iceland have uniform views towards ideal leader behavior -no difference due to the follower's gender, education level or age was indicated when describing the ideal leader. The managerial implications of the findings are discussed in the article. JEL flokkun: M1

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Implicit Leadership Theories: Think Leader, Think Effective?

Cited by 101 publications

References 31 publications

Teaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference

Teaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference

Reimagining Leadership in Sport Management: Lessons From the Social Construction of Leadership

Ideal leader profiles in the Icelandic business sector: Evidence of uniformity of followers’ attitudes

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