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Book

On Becoming a Leader

01 Jan 1989-
TL;DR: In this paper, Bennis distinguishes leadership by focusing on 28 individuals, including Apple's John Sculley, Johnson & Johnson's James Burke, and others, in a new book.
Abstract: "In a penetrating, insightful new book, Bennis distinguishes leadership by focusing on 28 individuals, including Apple's John Sculley, Johnson & Johnson's James Burke", (Sloan Management Review), and others. "A solid work that illuminates its subject and engages (the reader).. . . Its ideas are wise enough to stand reexamination".--USA Today.
Citations
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Journal ArticleDOI
TL;DR: In this paper, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance, and positive modeling is viewed as a primary means whereby leaders develop authentic followers.
Abstract: To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader’s and followers’ personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of follower trust in the leader, engagement, workplace well-being and veritable, sustainable performance. Testable propositions and directions for exploring them are presented and discussed.

1,813 citations

Book
18 Feb 1993
TL;DR: The concept of leadership as understood in the last 75 years and the twenty-first century for a reconstructed understanding of leadership in the post-industrial era is discussed in this paper. But the focus of this paper is on the 20th century.
Abstract: This illuminating study critiques the concept of leadership as understood in the last 75 years and looks to the twenty-first century for a reconstructed understanding of leadership in the postindustrial era. More similarities in past decades were found than had been thought; the thread throughout Rost's book is that leadership was conceived of as good management. He develops a new definition and paradigm for leadership in this volume that distinguishes leadership from management in fundamental ways. The ethics of leadership from a postindustrial perspective completes the paradigm. The book concludes with suggestions that can be immediately utilized in helping to transform our understanding of leadership.

1,389 citations

Journal ArticleDOI
TL;DR: Results indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs and predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.
Abstract: This study linked traits from the 5-factor model of personality (the Big 5) to transformational leadership behavior. Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted transformational leadership; Openness to Experience was positively correlated with transformational leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to transformational leadership. Results further indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs. Finally, transformational leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.

1,360 citations

Journal ArticleDOI
TL;DR: Subgroup and meta-regression analyses indicated that this masculine construal of leadership has decreased over time and was greater for male than female research participants, and stereotypes portrayed leaders as less masculine in educational organizations than in other domains and in moderate- than in high-status leader roles.
Abstract: This meta-analysis examined the extent to which stereotypes of leaders are culturally masculine. The primary studies fit into 1 of 3 paradigms: (a) In Schein's (1973) think manager-think male paradigm, 40 studies with 51 effect sizes compared the similarity of male and leader stereotypes and the similarity of female and leader stereotypes; (b) in Powell and Butterfield's (1979) agency-communion paradigm, 22 studies with 47 effect sizes compared stereotypes of leaders' agency and communion; and (c) in Shinar's (1975) masculinity-femininity paradigm, 7 studies with 101 effect sizes represented stereotypes of leadership-related occupations on a single masculinity-femininity dimension. Analyses implemented appropriate random and mixed effects models. All 3 paradigms demonstrated overall masculinity of leader stereotypes: (a) In the think manager-think male paradigm, intraclass correlation = .25 for the women-leaders similarity and intraclass correlation = .62 for the men-leaders similarity; (b) in the agency-communion paradigm, g = 1.55, indicating greater agency than communion; and (c) in the masculinity-femininity paradigm, g = 0.92, indicating greater masculinity than the androgynous scale midpoint. Subgroup and meta-regression analyses indicated that this masculine construal of leadership has decreased over time and was greater for male than female research participants. In addition, stereotypes portrayed leaders as less masculine in educational organizations than in other domains and in moderate- than in high-status leader roles. This article considers the relation of these findings to Eagly and Karau's (2002) role congruity theory, which proposed contextual influences on the incongruity between stereotypes of women and leaders. The implications for prejudice against women leaders are also considered.

1,185 citations


Cites background from "On Becoming a Leader"

  • ...Although a distinction between leadership and management is useful in some contexts (e.g., Bennis, 1989), the research that we review does not allow leader and managerial roles or functions to be separated....

    [...]

Journal ArticleDOI
TL;DR: In this paper, the authors present a framework for categorizing and appraising the functional and accompanying attributes of servant leaders, and construct a formative, rational servant leadership attribute model.
Abstract: Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet supported by empirical research. Reviews the servant leadership literature with the intent to develop a preliminary theoretical framework. Builds a foundation for categorizing and appraising the functional and accompanying attributes of servant leaders. Once categorized, a formative, rational servant leadership attribute model is constructed. The authors call for further development of the model and empirical research to support it.

996 citations

References
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Book
01 Feb 1987
TL;DR: The closing of the American mind as discussed by the authors is one of the best-sellers in history, and Bloom's sweeping analysis is essential to understanding America today, and it has fired the imagination of a public ripe for change.
Abstract: "The Closing of the American Mind, " a publishing phenomenon in hardcover, is now a paperback literary event. In this acclaimed number one national best-seller, one of our country's most distinguished political philosophers argues that the social/political crisis 20th-century America is really an intellectual crisis. Allan Bloom's sweeping analysis is essential to understanding America today. It has fired the imagination of a public ripe for change.

1,703 citations