Lee, Allan, Martin, Robin, Thomas, Geoff, Guillaume, Yves 
ORCID: 0000-0003-0040-0453 and Maio, Gregory R
(2015)
Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process.
LEADERSHIP QUARTERLY, 26 (6).
pp. 910-934.
Abstract
Leadership is one of the most examined factors in relation to understanding employee well-being and performance. While there are disparate approaches to studying leadership, they share a common assumption that perceptions of a leader's behavior determine reactions to the leader. The concept of leadership perception is poorly understood in most theoretical approaches. To address this, we propose that there are many benefits from examining leadership perceptions as an attitude towards the leader. In this review, we show how research examining a number of aspects of attitudes (content, structure and function) can advance understanding of leadership perceptions and how these affect work-related outcomes. Such a perspective provides a more multi-faceted understanding of leadership perceptions than previously envisaged and this can provide a more detailed understanding of how such perceptions affect outcomes. In addition, we examine some of the main theoretical and methodological implications of viewing leadership perceptions as attitudes to the wider leadership area. The cross-fertilization of research from the attitudes literature to understanding leadership perceptions provides new insights into leadership processes and potential avenues for further research.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | Leadership, Leadership perceptions, Attitudes, Performance, Attitude strength |
| Depositing User: | Symplectic Admin |
| Date Deposited: | 09 Oct 2017 15:07 |
| Last Modified: | 19 Jan 2023 06:53 |
| DOI: | 10.1016/j.leaqua.2015.10.003 |
| Open Access URL: | https://research.aston.ac.uk/portal/files/19360198... |
| Related URLs: | |
| URI: | https://livrepository.liverpool.ac.uk/id/eprint/3009893 |
Dimensions
Dimensions
