Examining effective and ineffective transformational project leadership
Citations
229 citations
Cites background from "Examining effective and ineffective..."
...Similarly, Strang (2005), in his case study of four project leaders, found that project leadership did not always require strong transformational leadership behavior to produce effective outcomes....
[...]
189 citations
Cites background from "Examining effective and ineffective..."
...The epistemology of leadership theories has evolved from focusing on the behaviors of effective leaders to more encompassing contemporary ideas that incorporate the strength of leadership behaviors, the relationship between leaders and their followers, and the interaction within a context and situation ( Strang, 2005...
[...]
...The evolution of leadership theories has shifted from focusing merely on the behaviors of effective leaders to more inclusive ideas that incorporate the force of leadership behaviors, the dynamic leader follower relationship, and the influence of situational factors (Strang, 2005)....
[...]
158 citations
Cites background from "Examining effective and ineffective..."
...…for factors that define successful project leaders (Zimmerer and Yasin, 1998), more recent research draws onmore advanced leadership theories such as transformational leadership (Barber and Warn, 2005; Clarke, 2010; Keegan and Den Hartog, 2004; Strang, 2005, 2011) to study leadership in projects....
[...]
85 citations
Additional excerpts
...Another study reported a negative effect of passive or absent leadership on stakeholder satisfaction in contrast to transformational leadership (Strang, 2005)....
[...]
76 citations
References
78,012 citations
22,673 citations
22,082 citations
[...]
16,383 citations
11,374 citations
"Examining effective and ineffective..." refers background in this paper
...Leadership relates to power and influence theory through their skillful application, to differentiate follower behavior from management science's influential increment over and above mechanical compliance with organizational demands ( Katz and Kahn, 1978...
[...]