In this paper we integrate recent theories of motivation and leadership. Drawing on the self-regulatory focus theory and on self-concept based theories of leadership, we develop a conceptual framework proposing that leaders’ chronic self-regulatory focus (promotion versus prevention), in conjunction with their values, influences their motivation to lead and, subsequently, their leadership behav...

This article applies two well-known management and leadership models-Theory X and Theory Y, and Situational Leadership-to dental education. Theory X and Theory Y explain how assumptions may shape the behaviors of dental educators and lead to the development of "cop" and "coach" teaching styles. The Situational Leadership Model helps the educator to identify the teaching behaviors that are appro...

The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. Although we have a number of articles developing the theory of authentic leadership and testing propositions that will appear in a forthcoming special issue of The Leadership Quarterly (Vol. 16, Issue 3, 2005), the focus of this article is to...

Leadership for Healthcare offers a comprehensive summary of generic concepts and ideas about leadership and attempts to organise and structure the content based on the 'Warwick 6 C Framework for thinking about leadership' which was co-developed by the authors. The book builds on the idea that too many earlier reviews of leadership approaches centred on separate individualistic models. Instead, ...

Leadership models of the last century have been products of top-down, bureaucratic paradigms. These models are eminently effective for an economy premised on physical production but are not well-suited for a more knowledgeoriented economy. Complexity science suggests a different paradigm for leadership—one that frames leadership as a complex interactive dynamic from which adaptive outcomes (e.g...

Editor: Janaki Gooty Leadership has been described as a relational process with substantial research examining a leaders' ability to interact with followers. At the same time, there has been a swell of research that considers leadership as a multi-level construct. The majority of this research starts from the individual level examining the relationship between leaders and individuals and groups...

Under the impact of digital age, companies and organizational structures are increasingly digitalised transformation becomes driving force for future success companies. In mentioned, it is seen that classical leadership styles do not adequately address opportunities challenges arising from digitalization. The style emerges at point leadership. effective decisions, which will increase digitaliza...

Innovation capability has a multi-dimensional structure and the aggregate resultant performance of these dimensions would bring about the organizational success. The main aim of this study is to introduce a conceptual model of innovation capability in industrial and academic research centers. This paper is a systematic review of the papers published in the field of innovation capability dimensi...

Editor: Shane Connelly We develop amultilevelmodel to explain how affect and transformational leadership (TFL) influence team creative process behavior. We theorize, in particular, that a dual-level model of TFL, which incorporates both individual-focused TFL (addressing the individual differences of team members) and group-focused TFL (addressing the team as a whole) underlies affect–creativit...