SZodixStudyAcademic Library
ShelvesOpen access
Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated
Leadership as a balancing act between performance‐ and development‐orientation
16 references·2 citing·47 second hop
Leadership as a balancing act between performance‐ and development‐orientation (2013)Leadership as a balancing act between per…Transformational Leadership (2019)Transformational LeadershipStrategic leadership for exploration and exploitation: The moderating role of environmental dynamism (2008)Strategic leadership for expl…Qualitative Data Analysis (2008)Qualitative Data AnalysisLearning to evolve (2004)Learning to evolveLeading creative people: Orchestrating expertise and relationships (2002)Leading creative people: Orch…Identity Regulation as Organizational Control: Producing the Appropriate Individual (2002)Identity Regulation as Organi…Distributed leadership as a unit of analysis (2002)Distributed leadership as a u…Non‐formal learning and tacit knowledge in professional work (2000)Non‐formal learning and tacit…Transformational leadership: industrial, military, and educational impact (1998)Transformational leadership: …The romance of leadership as a follower-centric theory: A social constructionist approach (1995)The romance of leadership as …Tightening the Iron Cage: Concertive Control in Self-Managing Teams (1993)Tightening the Iron Cage: Con…Exploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Informal and incidental learning in the workplace (1990)Informal and incidental learn…Leading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams (1987)Leading Workers to Lead Thems…Leadership in Organizations (1981)Leadership in OrganizationsThe Nature of Managerial Work (1974)The Nature of Managerial WorkTransformational leadership promoting employees' informal learning and job involvement: the moderating role of self-efficacy (2022)Transformational leadership p…Comprendre l’adoption de comportements de soutien post-formation par le supérieur immédiat : l’apport du style d’orientation des buts et de l’intérêt pour le développement des subordonnés (2021)Comprendre l’adoption de comp…The Handbook of Social Psychology (1969)Foundations of social theory (1990)Communities of practice learning, meaning, and identity (1999)Educational Leadership (2003)Educational Leadership (2004)Distributed Leadership (2005)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)The Management of Innovation (1994)ASSESSING THE WORK ENVIRONMENT FOR CREATIVITY. (1996)The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here? (2004)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)Innovation and Creativity in Organizations (2014)Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization. (1978)The Social Psychology of Organizations. (1979)The Constitution of Society. Outline of the Theory of Structuration (1984)What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite (1997)The Network Structure Of Social Capital (2000)Inequality Regimes (2006)Telling more than we can know: Verbal reports on mental processes. (1977)The Reflective Practitioner: How Professionals Think in Action (1985)The Tacit Dimension (1997)Informal learning in the workplace (2004)Learning from other people in the workplace (2007)Attending to Problems of Practice: Routines and Resources for Professional Learning in Teachers’ Workplace Interactions (2009)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Organizational culture and leadership (1993)Situated Learning: Legitimate Peripheral Participation. (1994)Beyond Neopositivists, Romantics, and Localists: A Reflexive Approach to Interviews in Organizational Research (2003)Managing Managerial Identities: Organizational Fragmentation, Discourse and Identity Struggle (2003)Identification in Organizations: An Examination of Four Fundamental Questions (2008)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Prospect theory: An analysis of decision under risk (1988)Toward a knowledge‐based theory of the firm (1996)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Theory of Economic Development (2003)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)The External Control of Organizations. (1978)AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS. (1995)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Personality and leadership: A qualitative and quantitative review. (2002)Authentic leadership development: Getting to the root of positive forms of leadership (2005)Ethical leadership: A social learning perspective for construct development and testing (2005)Role congruity theory of prejudice toward female leaders. (2002)Social Exchange Theory: An Interdisciplinary Review (2005)How Many Interviews Are Enough? (2005)A General Inductive Approach for Analyzing Qualitative Evaluation Data (2006)The qualitative content analysis process (2008)
this work references cited by second hop

References

  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 2008Qualitative Data Analysis17,372 cited
  • 1974The Nature of Managerial Work6,240 cited
  • 1981Leadership in Organizations5,252 cited
  • 2002Identity Regulation as Organizational Control: Producing the Appropriate Individual2,524 cited
  • 1993Tightening the Iron Cage: Concertive Control in Self-Managing Teams2,250 cited
  • 2002Distributed leadership as a unit of analysis2,056 cited
  • 2000Non‐formal learning and tacit knowledge in professional work2,016 cited
  • 1998Transformational leadership: industrial, military, and educational impact1,860 cited
  • 2002Leading creative people: Orchestrating expertise and relationships1,748 cited
  • 2019Transformational Leadership1,686 cited
  • 2004Learning to evolve1,665 cited
  • 1990Informal and incidental learning in the workplace1,420 cited
  • 1987Leading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams1,039 cited
  • 2008Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism946 cited
  • 1995

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

The romance of leadership as a follower-centric theory: A social constructionist approach
849 cited

Cited by

  • 2022Transformational leadership promoting employees' informal learning and job involvement: the moderating role of self-efficacy31 cited
  • 2021Comprendre l’adoption de comportements de soutien post-formation par le supérieur immédiat : l’apport du style d’orientation des buts et de l’intérêt pour le développement des subordonnés1 cited