HOME | CHECKOUT | ABOUT | FAQ | CONTACT US |
 
Welcome Guest [create an account] or log-in:
email
password

Chapter 4 The new wave of leadership studies

DOI: 10.23912/9781911635253-4872

ISBN: 9781911635253

Published: May 2021

Component type: chapter

Published in: Event Leadership

Parent DOI: 10.23912/9781911635253-4274

10.23912/9781911635253-4872

Abstract

In their comprehensive review of leadership research, Dionne et al. (2014) identify 29 different thematic categories of leadership theories, developed over 100 years; 17 are ‘classic’ leadership categories, and 12 are classified as emerging. Dinh et al. (2014) note seven emerging theories in their review and in their examination of recent theoretical and empirical developments, while Avolio, Walumbwa and Weber (2009) note 13 significant areas of new inquiry into leadership. These studies indicate that there has been a focus shift in leadership studies, which represents a diversification of thinking around how leadership occurs, and what leadership actually is. In particular, scholars have begun to focus on the moral nature of leaders, suggesting that leaders now need to be concerned with issues of ethics and morality (Lemoine, Hartnell & Leroy, 2019).

Sample content

Click here to download PDF

Contributors

For the source title:

Cite as

Abson, 2021

Abson, E. (2021) "Chapter 4 The new wave of leadership studies" In: Abson, D.E. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635253-4872

References

Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F. & May, D. R. (2004) Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviours. Leadership Quarterly, 15(6), 801-823

https://doi.org/10.1016/j.leaqua.2004.09.003

Avolio, B. J. & Gardner, W. L. (2005). Authentic leadership development - getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), 315-338.

https://doi.org/10.1016/j.leaqua.2005.03.001

Avolio, B. J., Walumbwa, F. O. & Weber, T. J. (2009). Leadership: current theories, research and future directions. Annual Review of Psychology, 60, 421-429.

https://doi.org/10.1146/annurev.psych.60.110707.163621

Bavik, A. (2020) A systematic review of the servant leadership literature in management and hospitality literature. International Journal of Contemporary Hospitality Management, 32(1), 347-382.

https://doi.org/10.1108/IJCHM-10-2018-0788

Brown, M.E., Trevion, L.K. & Harrison, D.A. (2005) Ethical leadership: A social learning perspective for construct development and testing. Organisational Behaviour and Human Decision Processes, 97(2), 117-134.

https://doi.org/10.1016/j.obhdp.2005.03.002

Brownell, J. (2010). Leadership in the service of hospitality. Cornell Hospitality Quarterly, 51(3), 363-378. doi:10.1177/1938965510368651

https://doi.org/10.1177/1938965510368651

Dhar, R.L. (2016) Ethical leadership and its impact on service innovative behaviour: The role of LMX and job autonomy. Tourism Management, 57, 139-148 Dinh, J., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C. & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. Leadership Quarterly, 25(1), 36-62. Dionne, S., Gupta, A., Sotak, K. L., Shirreffs, K. A., Serban, A., Hao, C., ...

https://doi.org/10.1016/j.leaqua.2013.11.005

Yammarino, F. J. (2014). A 25-year perspective on levels of analysis in leadership research. Leadership Quarterly, 25(1), 6-35.

https://doi.org/10.1016/j.leaqua.2013.11.002

Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D. & Liden, R. C. (2019). Servant leadership: a systematic review and call for future research. Leadership Quarterly, 30(1), 111-132. Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R. & Walumbwa, F. O. (2005). Can you see the real me? A self-based model of authentic leader and follower development. Leadership Quarterly, 16(3), 343-372.

https://doi.org/10.1016/j.leaqua.2018.07.004

Getz, D. & Page, S., (2020). Event Studies : Theory, Research and Policy for Planned Events (4th Ed). Abingdon: Routledge. Greenleaf, R. K. (1977/2002). Servant-leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.

https://doi.org/10.4324/9780429023002

Hassan, S., Mahsud, R., Yukl, G. & Prussia, G.E. (2013) Ethical and empowering leadership and leader effectiveness. Journal of Managerial Psychology, 28(2), 133-146.

https://doi.org/10.1108/02683941311300252

Hoch, J., Bommer, W., Dulebohn, J. & Dongyuan, W. (2018). Do ethical, authentic and servant leadership explain variance above and beyond transformational leadership? A meta analysis. Journal of Management, 44(2), 501-529.

https://doi.org/10.1177/0149206316665461

Huang, J., Li, W., Qiu, C., Yim, H.-k. F. & Wan, J. (2016). The impact of CEO servant leadership on firm performance in the hospitality industry. International Journal of Contemporary Hospitality Management, 28(5), 945-968.

https://doi.org/10.1108/IJCHM-08-2014-0388

Lemoine, G.J., Hartnell, C.A. & Leroy, H. (2019) Taking stock of moral approaches to leadership: an integrative review of ethical, authentic and servant leadership. Academy of Management Annals, 13(1).

https://doi.org/10.5465/annals.2016.0121

Mayer, D. M., Aquino, K., Greenbaum, R. & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151-171.

https://doi.org/10.5465/amj.2008.0276

Megheirkouni, M. (2018). Insights on practicing of servant leadership in the events sector. Sport, Business and Management, 8(2), 134-152.

https://doi.org/10.1108/SBM-01-2017-0001

Parris, D., & Peachey, J. (2013). Encouraging servant leadership: A qualitative study of how a cause-related sporting event inspires participants to serve. Leadership, 9(4), 486-512.

https://doi.org/10.1177/1742715012470675

Spears, L.C. (2010) Character and servant leadership: ten characteristics of effective, caring leaders. The Journal of Virtues & Leadership, 1(1), 25-30.

van Dierendonck, D. (2011). Servant Leadership: a review and synthesis. Journal of Management, 37(4), 1228-1261. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S. & Peterson,

https://doi.org/10.1177/0149206310380462

S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34, 89-126.

https://doi.org/10.1177/0149206307308913

Wang, Z. & Xie, Y. (2019) Authentic leadership and employees' emotional labour in the hospitality industry. International Journal of Contemporary Hospitality Management. 32(2), 797-814.

https://doi.org/10.1108/IJCHM-12-2018-0952

Wu, L.-Z., Tse, E. C.-Y., Fu, P., Kwan, K. H. & Lui, J. (2013). The impact of servant leadership on hotel employees' servant behaviour. Cornell Hospitality Quarterly, 54(4), 383-395.

https://doi.org/10.1177/1938965513482519

Yammarino, F.J. (2013). Leadership - past, present and future. Journal of Leadership and Organisational Studies, 20(1), 149-155.

https://doi.org/10.1177/1548051812471559

Yukl, G. Mahsud, R. & Hassan, S. (2013) An improved measure of ethical leadership. Journal of Leadership & Organisational Studies. 20(1) 38-48.

https://doi.org/10.1177/1548051811429352

Available

Chapter 4 The new wave of leadership studies [Details]Price: €6.99*Licences / Downloadable file

Published in Event Leadership

Chapter 4 The new wave of leadership studies [Details]Price: €6.99*Licences / Downloadable file
Paperback format [Details] Available as an inspection copyPrice: €50.00Copies / Delivery by post
Terms and conditions of purchase | Privacy policy