Teaching implicit leadership theories to develop leaders and leadership : how and why it can make a difference
Tymon, Alex, Kerschreiter, Rudolf, Kiefer, Tina and Schyns, Birgit. (2011) Teaching implicit leadership theories to develop leaders and leadership : how and why it can make a difference. Academy of Management Learning and Education, Vol.10 (No.3). pp. 397-408. ISSN 1537-260XFull text not available from this repository.
Official URL: http://dx.doi.org/10.5465/amle.2010.0015
Implicit leadership theories (ILTs) are lay images of leadership, which are individually and socially determined. We discuss how teaching implicit leadership theories contributes to developing leaders and leaderships by raising self- and social awareness for the contexts in which leadership takes place. We present and discuss a drawing exercise to illustrate different implicit leadership theories and discuss the implications for leaders and leadership, with a particular focus on how leaders claim, and are granted, leader identities in groups.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Divisions:||Faculty of Social Sciences > Warwick Business School > International Centre for Governance & Public Management
Faculty of Social Sciences > Warwick Business School
|Journal or Publication Title:||Academy of Management Learning and Education|
|Publisher:||Academy of Management|
|Number of Pages:||12|
|Page Range:||pp. 397-408|
|Access rights to Published version:||Restricted or Subscription Access|
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