Hostname: page-component-7c8c6479df-p566r Total loading time: 0 Render date: 2024-03-29T12:42:53.030Z Has data issue: false hasContentIssue false

Broadening Our Perspective: We Leadership Is Both Less Romantic and More Democratic

Published online by Cambridge University Press:  07 January 2015

Jürgen Wegge*
Affiliation:
Technische Universitaet Dresden
Hans-Jeppe Jeppesen
Affiliation:
Aarhus University
Wolfgang G. Weber
Affiliation:
Leopold-Franzens University of Innsbruck
*
E-mail: wegge@psychologie.tu-dresden.de, Address: TU Dresden, Institute of Work-, Organizational- and Social Psychology, Zellescher Weg 17, 01062 Dresden, Germany

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abando, J., Gallartegi, E., & Rodriguez, J. (2007). The quality of management in Basque companies: Differences existing between cooperative and non-cooperative companies. Advances in the Economic Analysis of Participatory & Labor-Managed Firms, 10, 109150. Google Scholar
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformationale leadership. London, England: Sage. Google Scholar
Jeppesen, H. J., Kleiven, M., Bøggild, H., & Gill, C. (2006). Participation and prevention when organizing shift work in various European countries. Denmark: Aarhus University Press. Google Scholar
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755768. Google Scholar
Lewin, K., Lippitt, R., White, R. K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10, 271301. Google Scholar
Pearce, C. L., & Sims, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics Theory, Research, and Practice, 6, 172197. Google Scholar
Viggiani, F. A. (2011). Organization development and democratization of the firm. Business and Social Sciences Review, 1, 2140. Google Scholar
Weber, W. G., Unterrainer, C., & Schmid, B. E. (2009). The influence of organizational democracy on employees' socio-moral climate and prosocial behavioral orientations. Journal of Organizational Behavior, 30, 11271149. Google Scholar
Wegge, J., Jeppesen, H.-J., Weber, W. G., Pearce, C. L., Silvia, S. A., Pundt, A., Piecha, A. (2010). Promoting work motivation in organizations: Should employee involvement in organizational leadership become a new tool in the organizational psychologists' kit? Journal of Personnel Psychology, 9, 154171. Google Scholar
Yammarino, F. J., Salas, E., Serban, A., Shirreffs, K. & Shuffler, M. L. (2012). Collectivistic leadership approaches: Putting the “we” in leadership science and practice. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 382402.Google Scholar