Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires

Rush, Michael C.; Thomas, Jay C.; Lord, Robert G.

doi:10.1016/0030-5073(77)90046-0

Cited by 270 publications

(179 citation statements)

References 27 publications

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“…In other cases, variations are more subtle. Bryman (1987), for example, reports a factor structure that is almost identical to those reported by Schriesheim and Stogdill (1975) and Rush, Thomas, and Lord (1977).…”

Section: Implicit Leadership Theoriessupporting

confidence: 73%

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Final Report on Activities Supported by Department of Energy Grant No. DE-FG02-02ER63397, 2002-August 31, 2005

Marquez¹,

Stillings²

2005

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Executive SummaryHampshire College's Center for Science Education focuses on teacher professional development, curriculum development, and student enrichment programs. The Center also maintains significant research programs on student learning and instructional effectiveness. The Center's work is devoted to promoting learning that persists over time and transfers to new situations in and out of school. Our projects develop the implications of the increasing agreement among teachers and researchers that effective learning involves active concept mastery and consistent practice with inquiry and critical thinking.Funds from this Department of Energy grant supported four projects that involved outreach for grades 9-12 in under-served school districts:• Camp Science Investigators (CSI). CSI is a combined professional development institute for science teachers and academic enrichment program for adolescents. Grant funds supported, and allowed us to refine, this ongoing program of the Center during the years [2003][2004][2005]. CSI has affected over 1,000 students per year in under-funded, under-served school districts in five areas of the U.S. •The Collaboration for Excellence in Science Education (CESE). CESE is a partnership with the Springfield, Massachusetts school system to develop physical science curriculum, to foster the professional development of science teachers, and to perform research on student learning in the physical sciences. Grant funds partially supported the planning and establishment of CESE in 2002-03 and its professional development and research programs in 2003-05. During the grant period 10 teachers and over 1,000 students were exposed to the CESE program and curriculum. In addition to its direct service benefits, CESE is structured to generate research data on developmental pathways in science learning. During the grant period, a substantial data set on people's conceptions of energy was generated and analyzed in terms of neo-Piagetian developmental theory. The analysis revealed a developmental sequence that has implications for K-12 physical science instruction and that shows interesting similarities to development in other conceptual domains, such as morality. Papers on the research results appear in three appendices to this report. CESE is an ongoing partnership that will continue beyond the grant.• Technology partnership. The grant supported a partnership in which the School of Cognitive Science at Hampshire shared its expertise and resources in digital technologies with schools and teachers in the cities of Springfield and Holyoke, MA. In a demonstration project Cognitive Science faculty and staff worked with students and teachers in Holyoke to produce video documentaries on scientific/medical topics of community importance. In a one-time curriculum consultation Cognitive Science faculty worked with high school technology teachers and the district coordinator to revise their computer science courses to accord with changing state and national standards.• Hampshire College science faculty ...

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Section: Implicit Leadership Theoriessupporting

confidence: 73%

“…Questionnaire (Stodgill, 1963), Rush, Thomas, and Lord (1977) asked American undergraduates to assess the behavior of a leader about whom they had received minimal information. The result was a two factor structure-consideration and initiating structure.…”

Section: Implicit Leadership Theoriesmentioning

confidence: 99%

Final Report on Activities Supported by Department of Energy Grant No. DE-FG02-02ER63397, 2002-August 31, 2005

Marquez¹,

Stillings²

2005

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“…Numerous researchers (Lord, Foti, & De Vader, 1984;Lord & Maher, 1993;Rush, Thomas, & Lord, 1977) have suggested that a subordinate's expectations for leadership behaviors can impact how they evaluate the effectiveness of their leader. This important factor, a component of implicit leadership theory, has been identified as having a strong influence on follower ratings (Lord et al).…”

Section: Moderating Influences Of Follower Expectationsmentioning

confidence: 99%

The Importance of Ethics and Ethical Leadership in the Accounting Profession

Copeland¹

2015

Research on Professional Responsibility and Ethics in Accounting

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The emergence of the twenty-first century was plagued with extensive, evasive and disheartening leadership failures. Despite the accounting profession's standards of professional ethics, it was also tainted with ethical leadership indiscretions during this era. In response to these ethical leadership failings, renewed interest in developing accounting professionals with strong ethical principles and ethical leadership behaviors has emerged. In many firms training and development of ethical behavior is now at the forefront of the firm's communications and professional development efforts. The question remains however, can the profession instill in its members the importance of ethical conduct? Can ethical leaders be developed that model and monitor ethical behavior? In response to the call for leaders who are ethical and moral, this research examined a model that examines ethical leadership and its impact on leader effectiveness for leaders within the accounting industry. The analysis shows that ethical and transformational leadership make incremental independent contributions in explaining leader effectiveness. The study comments on how the findings that ethically and morally focused leaders may impact the accounting profession and restore an industry tarnished with accusations of unethical behavior to one that regains its original prominence based on consistent, moral, ethical, and effective leaders. AbstractThe beginning of the twenty-first century was plagued with extensive, evasive, and disheartening

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“…The results of this study have added to a growing body of literature (Mitchell, Larson , & Green , 1977;Rush , Thomas , & Lord , 1977;and Lord , Binning, & Thomas , 1977) documenting the importance of rater behavior and context or situational cues regarding perceptions of leader behavior and leadership effectiveness. •T …”

Section: Discussionmentioning

confidence: 76%