Analysis of information sources in references of the Wikipedia article "Leadership" in English language version.
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{{cite journal}}: CS1 maint: DOI inactive as of January 2026 (link)[Abstract:] The authors propose conceptualizing leadership and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The authors next offer a taxonomy of the dependent variables used as criteria in leadership studies. A review of research using this taxonomy suggests that the vast empirical literature on leadership may tell us more about the success of individual managerial careers than the success of these people in leading groups, teams, and organizations. The authors then summarize the evidence showing that leaders do indeed affect the performance of organizations--for better or for worse--and conclude by describing the mechanisms through which they do so.
[...] the authors argue that individuals seen either as markedly low in assertiveness or as high in assertiveness are generally appraised as less effective leaders.
{{citation}}: CS1 maint: location missing publisher (link) Publication available at Army Knowledge Online Deprecated link archived 2012-12-03 at archive.today and General Dennis J. Reimer Training and Doctrine Digital Library Archived 2022-04-23 at the Wayback Machine.{{citation}}: CS1 maint: location missing publisher (link) Publication available at Army Knowledge Online Deprecated link archived 2012-12-03 at archive.today and General Dennis J. Reimer Training and Doctrine Digital Library Archived 2022-04-23 at the Wayback Machine....some define leadership in terms of the power relationship that exists between leaders and followers.
Interactionist leadership scholars also have argued that trait-based or situational accounts of leadership ignore how a leader can affect a situation or how a situation may influence leaders. [...] Interactionist theories of leadership link person–situation variables in a network of multidirectional relationships that attempt to capture the evolving nature of leadership.
...leadership is about the future; and the future is about vision.
The Mandate of Heaven implies that the legitimacy of political leadership as well as its leading figures come from not only their political power derived from their positions and de facto dominance in the leadership but also their roles in bringing voluntary compliance from the high-ranking leaders and the population at large.
The main theme of [José Ortega y Gasset's] theory of elite is that 'when the masses in a country believe that they can do without aristocracy, the nation inevitably declines. In their disillusionment the masses again turn to the new leadership and a new aristocracy emerges.'
Throughout the ages it was believed that leaders were born, that the ability to lead was somehow inherited through the blood. [...] In spite of many examples throughout history of blue-blood leadership ineptitude, birthright and competency became intertwined in the human psyche. This perception remained until the 20th century.
...emotionally attuned, responsive, and consensual empathetic guidance, which is sometimes associated with matriarchies, where the women rule.
Comparable to the Roman tradition, the views of Confucianism on 'right living' relate very much to the ideal of the (male) scholar-leader and his benevolent rule, buttressed by a tradition of filial piety.
Any of a dozen factors can make the position of master, employer, or leader, very difficult and frustrating. How refreshing it must be for a slave master, or employer, or leader to run into a person who treats him with respect whether he's present or absent, who works diligently at all times, who need not be watched like a hawk, who is a self-started with a tongue well under control: the Christian slave or worker! What honor to Christ is brought by such a slave or worker! Such a person's Christianity is real.
[...] leadership theory and research is a relatively modern discipline. Indeed, the first relevant theories were not proposed until the mid-1800s.
Templeton College has developed a course for very senior managers, known as the Oxford Strategic Leadership Programme.
Neo-emergent theory describes the use of intelligent information management to account for stewardship to benefit the leader. The practice is widespread, where for example, a leader or other stakeholders use sponsored advertisements, press releases and blogs on social media to create a good impression of leadership.
[...] some constructivists [...] question whether any such thing as leadership exists out there in the world. So for Gemmill and Oakley (2002), leadership is a myth equivalent to a belief in UFOs. For Spoelstra (2013), leadership is an invisible, non-objective phenomenon.
It is impossible to measure leadership or judge a leader solely by observation of the leader himself. The real quality of leadership must be judged in relation to the behavior of the group.
...consideration is seldom given to the possibility that different types of leadership or status are measured when different criteria of leadership are used.
...the inability to uncover any universal leadership traits does not mean that they do not exist.
[...] this [...] conception of leadership is entirely organizational, in the sense that it involves acknowledging the inherent problems and contradictions of organization and raising the prospect that these can be solved by heroic charismatic leadership. No wonder leadership is so attractive. [...] But the current cult of leadership reveals two particular ironies [...].
There is a systemic character in the urge for the cult of leadership, and it extends throughout governance. It is crystallized in the deference to leadership in public bureaucracy [...]. The leader principle pervades bureaucratic thinking, just as it pervades economic theory and practice, politics, and personal lives. [...] Practice as art should refuse the one-dimensionality of the thinking that regards the leadership cult as mere common sense.
[...] the cult of leadership undervalues both leadership and management, and is a source of mismatched expectations. [...] much of what is deemed to be 'leadership' is not leadership at all: it is highly effective management.
This leader-know-best justification for representative government may be best captured in the thought of Edmund Burke [...], whose celebrated "Speech to the Electors at Bristol" admirably sums up the normative underpinnings of the theory of elite leadership justifying representative democracy.
[...] if our civilisation is to survive, we must break with the habit of deference to great men. Great men may make great mistakes; and [...] some of the greatest leaders of the past supported the perennial attack on freedom and reason. Their influence, too rarely challenged, continues to mislead [...]
{{cite book}}: ISBN / Date incompatibility (help)
[...] practice as art should embrace elimination of society's dependence on the idea of leader. [...] [A]s long as society demands leaders, the post-traditional practitioner should adopt the model of just leadership [...]. The post traditional practitioner should engage her day-to-day activities with consciousness of opposition to an ethic of power-down. [...] The violence of the cult of the leader is ill-understood, [...] oddly, in many democratic countries that pride themselves on the practice of democracy. The cult is so ingrained psychologically and socially that most cannot imagine a society without hierarchy. [...] There is a systematic character in the urge for the cult of leadership, and it extends throughout governance. It is crystallized in the deference to leadership in public bureaucracy and in thinking about bureaucracy [...]. The leader principle pervades bureaucratic thinking, just as it pervades economic theory and practice, politics, and personal lives. [...] Practice as art should refuse the one-dimensionality of the thinking that regards the leadership cult as mere common sense.
'[...] "leaderism" – as an emerging set of beliefs that frames and justifies certain innovatory changes in contemporary organizational and managerial practice – is a development of managerialism that has been utilized and applied within the policy discourse of public service reform in the UK [...]'
Moral leadership is not the way to secure democracy, morality and justice because morality, like power and leadership is an essentially contested concept....[dead link]
[...] the authors argue that individuals seen either as markedly low in assertiveness or as high in assertiveness are generally appraised as less effective leaders.
{{cite journal}}: CS1 maint: periodical has ISBN (link){{cite journal}}: CS1 maint: DOI inactive as of January 2026 (link)[Abstract:] The authors propose conceptualizing leadership and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The authors next offer a taxonomy of the dependent variables used as criteria in leadership studies. A review of research using this taxonomy suggests that the vast empirical literature on leadership may tell us more about the success of individual managerial careers than the success of these people in leading groups, teams, and organizations. The authors then summarize the evidence showing that leaders do indeed affect the performance of organizations--for better or for worse--and conclude by describing the mechanisms through which they do so.
[...] practice as art should embrace elimination of society's dependence on the idea of leader. [...] [A]s long as society demands leaders, the post-traditional practitioner should adopt the model of just leadership [...]. The post traditional practitioner should engage her day-to-day activities with consciousness of opposition to an ethic of power-down. [...] The violence of the cult of the leader is ill-understood, [...] oddly, in many democratic countries that pride themselves on the practice of democracy. The cult is so ingrained psychologically and socially that most cannot imagine a society without hierarchy. [...] There is a systematic character in the urge for the cult of leadership, and it extends throughout governance. It is crystallized in the deference to leadership in public bureaucracy and in thinking about bureaucracy [...]. The leader principle pervades bureaucratic thinking, just as it pervades economic theory and practice, politics, and personal lives. [...] Practice as art should refuse the one-dimensionality of the thinking that regards the leadership cult as mere common sense.
In the case of individuals toxic leadership refers to ongoing, deliberate, intentional actions – the 'arrow' – by a leader to undermine the sense of dignity, self-worth and efficacy of an individual – the 'poison'. This results in exploitative, destructive, devaluing and demeaning work experiences. These destructive actions may be physical, psychosocial or even spiritual when they diminish a person's meaning and purpose.
[...] the authors argue that individuals seen either as markedly low in assertiveness or as high in assertiveness are generally appraised as less effective leaders.
[Abstract:] The authors propose conceptualizing leadership and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The authors next offer a taxonomy of the dependent variables used as criteria in leadership studies. A review of research using this taxonomy suggests that the vast empirical literature on leadership may tell us more about the success of individual managerial careers than the success of these people in leading groups, teams, and organizations. The authors then summarize the evidence showing that leaders do indeed affect the performance of organizations--for better or for worse--and conclude by describing the mechanisms through which they do so.
{{cite journal}}: CS1 maint: periodical has ISBN (link){{citation}}: CS1 maint: location missing publisher (link) Publication available at Army Knowledge Online Deprecated link archived 2012-12-03 at archive.today and General Dennis J. Reimer Training and Doctrine Digital Library Archived 2022-04-23 at the Wayback Machine.[Abstract:] The authors propose conceptualizing leadership and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The authors next offer a taxonomy of the dependent variables used as criteria in leadership studies. A review of research using this taxonomy suggests that the vast empirical literature on leadership may tell us more about the success of individual managerial careers than the success of these people in leading groups, teams, and organizations. The authors then summarize the evidence showing that leaders do indeed affect the performance of organizations--for better or for worse--and conclude by describing the mechanisms through which they do so.
{{cite web}}: CS1 maint: bot: original URL status unknown (link)[...] this [...] conception of leadership is entirely organizational, in the sense that it involves acknowledging the inherent problems and contradictions of organization and raising the prospect that these can be solved by heroic charismatic leadership. No wonder leadership is so attractive. [...] But the current cult of leadership reveals two particular ironies [...].
There is a systemic character in the urge for the cult of leadership, and it extends throughout governance. It is crystallized in the deference to leadership in public bureaucracy [...]. The leader principle pervades bureaucratic thinking, just as it pervades economic theory and practice, politics, and personal lives. [...] Practice as art should refuse the one-dimensionality of the thinking that regards the leadership cult as mere common sense.
[...] the cult of leadership undervalues both leadership and management, and is a source of mismatched expectations. [...] much of what is deemed to be 'leadership' is not leadership at all: it is highly effective management.
[...] practice as art should embrace elimination of society's dependence on the idea of leader. [...] [A]s long as society demands leaders, the post-traditional practitioner should adopt the model of just leadership [...]. The post traditional practitioner should engage her day-to-day activities with consciousness of opposition to an ethic of power-down. [...] The violence of the cult of the leader is ill-understood, [...] oddly, in many democratic countries that pride themselves on the practice of democracy. The cult is so ingrained psychologically and socially that most cannot imagine a society without hierarchy. [...] There is a systematic character in the urge for the cult of leadership, and it extends throughout governance. It is crystallized in the deference to leadership in public bureaucracy and in thinking about bureaucracy [...]. The leader principle pervades bureaucratic thinking, just as it pervades economic theory and practice, politics, and personal lives. [...] Practice as art should refuse the one-dimensionality of the thinking that regards the leadership cult as mere common sense.