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Implicit leadership theories in academia
Bibliographic Data
| ID | 14690656 |
|---|---|
| Authors | Stephanie K Rehbock (0000-0002-5550-7138, Technical University of Munich, corresponding author), Armin Pircher Verdorfer (0000-0002-4201-5345, Technical University of Munich), Kristin Knipfer (0000-0002-0584-2974) |
| Year | 2021 |
| Volume | 46 |
| Issue | 8 |
| Pages | 1590-1602 |
| Publication date | 2021-08-03 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Studies in Higher Education (JOURNAL) |
| Journal identifiers | ISSN: 0307-5079 • E-ISSN: 1470-174X |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/03075079.2019.1696765 |
| OpenAlex | W2991580492 |
| Language | EN |
| Citations received | 3 |
| References cited | 51 |
Followers’ implicit leadership theories (ILTs) are core to understanding how leaders are described and as how effective they are perceived. While much is understood about ILTs in the business context, we know little about professorial leaders although effective leadership is key for performance and success in academia. To explore ILTs in academia, we asked pre- and postdoctoral researchers in Germany to specify the characteristics of the typical professorial leader and to rate these characteristics in terms of effectiveness. Based on an inductive content analysis of 2048 characteristics, 18 categories emerged. We found that the typical professorial leader is primarily described as caring, competent, and ambitious. Thus, ILTs in academia differ notably from ILTs in the business context. This implies that the academic context deserves particular attention of leadership researchers. These findings have implications for leadership effectiveness in academia as well as academic leader selection and development
Higher education · Leadership style · Political science · Public relations · Shared leadership · Transactional leadership · Transformational leadership · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Management and Organizational Studies · Psychology · Social Psychology
Content analysis
The Forgotten Ones? The Validity of Consideration and Initiating Structure in Leadership Research.
From Ideal to Real
Implicit Leadership Theories in Applied Settings
Who Will Lead and Who Will Follow? A Social Process of Leadership Identity Construction in Organizations.
Implicit leadership theory
Two Decades of Research and Development in Transformational Leadership
The Knowledge Worker, the Manager‐academic and the Contemporary UK University
A test of leadership categorization theory
Paradoxical Leader Behaviors in People Management
Academic engagement and commercialisation
Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales.
The Increasing Dominance of Teams in Production of Knowledge
Qualitative Inhaltsanalyse
Implicit leadership theories
Effective leadership in higher education
Leadership and Information Processing
Dichotomies, dialectics and dilemmas
What do leaders have to live up to? Contrasting the effects of central tendency versus ideal-based leader prototypes in leader categorization processes
Shades of grey in implicit effective leadership
Are Leadership and Management Essential for Good Research? An Interview Study of Genetic Researchers
From the Follower’s Viewpoint
The ‘shape’ of teacher professionalism in England
The role of the situation in leadership
Professors as intellectual leaders
Leadership and creativity in higher education
| Unique citing works | 3 |
|---|---|
| Citations per year | 1 |
| Citation span | 2023 - 2025 (3) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 3 |