Leadership

Part A includes the 'classical' and the 'new wave' approaches to leadership. The classical approaches should be instantly recognizable by any student of leadership because of their resilience and longevity during the last 35 years. The new wave approaches offer more recent and different perspectives on aspects of leadership that can be analyzed from a multiple-levels perspective.

Section headings and selected papers: Classical and New Wave. About the editors. List of contributors. Preface. Introduction and Overview. Introduction to Part A. The Classical Approaches. The Ohio state model. Is it "trustworthy?" A multiple-level-of-analysis reexamination of an Ohio state leadership study, with implications for future research (C.A. Schriesheim et al.). Consideration and structure: another look at their role in leadership research (E.A. Fleishman). Implications of a multiple-levels-of-analysis Ohio state leadership study for estimating interrater agreement (L.R. James). "Trustworthy" is a judgment call! (C.A. Schriesheim et al.). Contingency model. The contingency model of leadership effectiveness: its levels of analysis (R. Ayman et al.). Participative leadership. Situation effects and levels of analysis in the study of leader participation (V.H. Vroom, A.G. Jago). Multiple-levels as a self fulfilling prophecy: one sees what one expects to see (D. Eden). The New Wave Approaches. Self-leadership. Self-management and self-leadership reexamined: a levels-of-analysis perspective (S.E. Markham, I.S. Markham). Appendix: measures and assessments for the self-management/self-leadership approach (S.E. Markham, I.S. Markham). Multiple-linkage leadership. Relationships of managerial effectiveness and advancement to self-reported and subordinate-reported leadership behaviors from the multiple-linkage model (H. Kim, G. Yukl). Limitations in the managerial practices questionnaire and the leadership study (G. Yukl, H. Kim). Multi-level leadership. Multi-level leadership: grounded theory and mainstream theory applied to the case of General Motors (J.G. Hunt, A. Ropo). Individualized leadership. Individual leadership: a new multiple-level approach (F. Dansereau et al.). Assumptions, interpersonal dynamics, and organizational contexts in the individualized leadership approach (G.R. Ferris, G. Harrell-Cook).