1. //
  2. Start
  3. //
  4. Publikationen
  5. Age and leadership
  6. Formate
  7. //

Age and leadership: The moderating role of legacy beliefs

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Standard

Age and leadership : The moderating role of legacy beliefs. / Zacher, Hannes; Rosing, K; Frese, M.

in: The Leadership Quarterly, Jahrgang 22, Nr. 1, 02.2011, S. 43-50.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Harvard

Zacher, H, Rosing, K & Frese, M 2011, 'Age and leadership: The moderating role of legacy beliefs', The Leadership Quarterly, Jg. 22, Nr. 1, S. 43-50. https://doi.org/10.1016/j.leaqua.2010.12.006

APA

Zacher, H., Rosing, K., & Frese, M. (2011). Age and leadership: The moderating role of legacy beliefs. The Leadership Quarterly, 22(1), 43-50. https://doi.org/10.1016/j.leaqua.2010.12.006

Vancouver

Zacher H, Rosing K, Frese M. Age and leadership: The moderating role of legacy beliefs. The Leadership Quarterly. 2011 Feb;22(1):43-50. doi: 10.1016/j.leaqua.2010.12.006

Bibtex

@article{19356943dd0f4fcb8965b51fae13ebc4,
title = "Age and leadership: The moderating role of legacy beliefs",
abstract = "Age and age-related motivations have been neglected in leadership research. This study examined the moderating influence of legacy beliefs on the relationships between age and transformational, transactional, and passive-avoidant leadership behaviors. Legacy beliefs involve individuals' convictions about whether they and their actions will be remembered, have an enduring influence, and leave something behind after death. It was expected that at higher ages, low legacy beliefs impede transformational and transactional leadership behaviors and boost passive-avoidant leadership behaviors. One hundred and six university professors, between 30 and 70 years old, provided ratings of their legacy beliefs; each professor's leadership behaviors were evaluated by one of his or her employees. Results confirmed the assumptions for overall transformational leadership and its charisma subdimension as well as for overall transactional leadership and its active management-by-exception subdimension but not for passive-avoidant leadership.",
keywords = "Business psychology, age, legacy beliefs , transformational , transactional , passive-avoidant leadership, Age, Legacy beliefs, Passive-avoidant leadership, Transactional, Transformational",
author = "Hannes Zacher and K Rosing and M Frese",
year = "2011",
month = feb,
doi = "10.1016/j.leaqua.2010.12.006",
language = "English",
volume = "22",
pages = "43--50",
journal = "Leadership Quarterly",
issn = "1048-9843",
publisher = "Elsevier B.V.",
number = "1",

}

RIS

TY - JOUR

T1 - Age and leadership

T2 - The moderating role of legacy beliefs

AU - Zacher, Hannes

AU - Rosing, K

AU - Frese, M

PY - 2011/2

Y1 - 2011/2

N2 - Age and age-related motivations have been neglected in leadership research. This study examined the moderating influence of legacy beliefs on the relationships between age and transformational, transactional, and passive-avoidant leadership behaviors. Legacy beliefs involve individuals' convictions about whether they and their actions will be remembered, have an enduring influence, and leave something behind after death. It was expected that at higher ages, low legacy beliefs impede transformational and transactional leadership behaviors and boost passive-avoidant leadership behaviors. One hundred and six university professors, between 30 and 70 years old, provided ratings of their legacy beliefs; each professor's leadership behaviors were evaluated by one of his or her employees. Results confirmed the assumptions for overall transformational leadership and its charisma subdimension as well as for overall transactional leadership and its active management-by-exception subdimension but not for passive-avoidant leadership.

AB - Age and age-related motivations have been neglected in leadership research. This study examined the moderating influence of legacy beliefs on the relationships between age and transformational, transactional, and passive-avoidant leadership behaviors. Legacy beliefs involve individuals' convictions about whether they and their actions will be remembered, have an enduring influence, and leave something behind after death. It was expected that at higher ages, low legacy beliefs impede transformational and transactional leadership behaviors and boost passive-avoidant leadership behaviors. One hundred and six university professors, between 30 and 70 years old, provided ratings of their legacy beliefs; each professor's leadership behaviors were evaluated by one of his or her employees. Results confirmed the assumptions for overall transformational leadership and its charisma subdimension as well as for overall transactional leadership and its active management-by-exception subdimension but not for passive-avoidant leadership.

KW - Business psychology

KW - age

KW - legacy beliefs

KW - transformational

KW - transactional

KW - passive-avoidant leadership

KW - Age

KW - Legacy beliefs

KW - Passive-avoidant leadership

KW - Transactional

KW - Transformational

UR - http://www.scopus.com/inward/record.url?scp=79951726017&partnerID=8YFLogxK

U2 - 10.1016/j.leaqua.2010.12.006

DO - 10.1016/j.leaqua.2010.12.006

M3 - Journal articles

VL - 22

SP - 43

EP - 50

JO - Leadership Quarterly

JF - Leadership Quarterly

SN - 1048-9843

IS - 1

ER -

In der gleichen Zeitschrift

Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership

Rosing, K., Frese, M. & Bausch, A., 10.2011, in: The Leadership Quarterly. 22, 5, S. 956–974 19 S.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Culture specific and crossculturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?

Den Hartog, D. N., House, R. J., Hanges, P. J., Antonio Ruiz-Quintanilla, S., Dorfman, P. W., Abdalla, I. A., Adetoun, B. S., Aditya, R. N., Agourram, H., Akande, A., Akande, B. E., Akerblom, S., Altschul, C., Alvarez-Backus, E., Andrews, J., Arias, M. E., Arif, M. S., Ashkanasy, N. M., Asllani, A., Audia, G., Bakacsi, G., Bendova, H., Beveridge, D., Bhagat, R. S., Blacutt, A., Bao, J., Bodega, D., Bodur, M., Booth, S., Booysen, A. E., Bourantas, D., Brenk, K., Brodbeck, F., Carl, D. E., Castel, P., Chang, C. C., Chau, S., Cheung, F., Chhokar, J. S., Chiu, J., Cosgriff, P., Dastmalchian, A., Coleta, J. A. D., Coleta, M. F. D., Deneire, M., Dickson, M., Donnelly-Cox, G., Earley, C., Elgamal, M. A. E., Erez, M., Falkus, S., Fearing, M., Field, R. H. G., Fimmen, C., Frese, M., Fu, P., Gorsler, B., Gratchev, M. V., Gupta, V., Gutierrez, C., Hartanto, F. M., Hauser, M., Holmberg, I., Holzer, M., Hoppe, M., Howell, J. P., Ibrieva, E., Ickis, J. C., Ismail, Z., Jarmuz, S., Javidan, M., Jesuino, J. C., Ji, L., Jone, K. Y., Jones, G., Jorbenadse, R., Kabasakal, H., Keating, M., Keller, A., Kennedy, J. C., Kim, J. S., Kipiani, G., Kipping, M., Konrad, E., Koopman, P. L., Kuan, F. Y., Kurc, A., Lacassagne, M. F., Lee, S. M., Leeds, C., Leguizamon, F., Lindell, M., Lobell, J., Luthans, F., Maczynski, J., Mansor, N., Martin, G., Martin, M., Martinez, S. M., Messallam, A., McMillen, C., Misumi, E., Misumi, J., Al-Homoud, M., Ngin, P. M., O’Connell, J., Ogliastri, E., Papalexandris, N., Peng, T. K., Preziosa, M. M., Prieto, J. M., Rakitsky, B., Reber, G., Rogovsky, N., Roy-Bhattacharya, J., Rozen, A., Sabadin, A., Sahaba, M., De Bustamante, C. S., Santana-Melgoza, C., Sauers, D. A., Schramm-Nielsen, J., Schultz, M., Shi, Z., Sigfrids, C., Song, K. C., Szabo, E., Teo, A. C., Thierry, H., Tjakranegara, J. H., Trimi, S., Tsui, A. S., Ubolwanna, P., Van Wyk, M. W., Vondrysova, M., Weibler, J., Wilderom, C., Wu, R., Wunderer, R., Yakob, N. R. N., Yang, Y., Yin, Z., Yoshida, M. & Zhou, J., 01.06.1999, in: Leadership Quarterly. 10, 2, S. 219-256 38 S.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Weitere Publikationen dieser Person(en)

Creativity in entrepreneurship: Dancing between nothing and structure

Hubner-Benz, S. & Frese, M., 01.01.2023, Handbook of Organizational Creativity: Leadership, Interventions, and Macro Level Issues. Reiter-Palmon, R. & Hunter, S. (Hrsg.). Second Edition Aufl. Elsevier B.V., S. 377-392 16 S.

Publikation: Beiträge in Sammelwerken › Kapitel › begutachtet

Different ways lead to ambidexterity: Configurations for team innovation across China, India, and Singapore

Deng, W., Hubner-Benz, S., Frese, M. & Song, Z., 01.06.2023, in: Journal of International Management. 29, 3, 101027.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

An Asia-centric approach to team innovation: Cultural differences in exploration and exploitation behavior

Hubner, S., Frese, M., Song, Z., Tripathi, N., Kaschner, T. & Le Kong, X., 01.01.2022, in: Journal of Business Research. 138, S. 408-421 14 S.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Evidence-Based Management

Mensmann, M., Rousseau, D. M. & Frese, M., 12.2022, Handbook of Philosophy of Management. Neesham, C., Reihlen, M. & Schoeneborn, D. (Hrsg.). Cham: Springer Nature Switzerland AG, S. 39-54 16 S. (Handbooks in Philosophy).

Publikation: Beiträge in Sammelwerken › Kapitel

Evidence-Based Management and Organisational Reality: Reducing Knowledge/Action Tensions through Reflection

Mensmann, M., Rousseau, D. M. & Frese, M., 15.12.2022, Handbook of Philosophy of Management. Neesham, C., Reihlen, M. & Schoeneborn, D. (Hrsg.). Cham: Springer Nature Switzerland AG, S. 1-16 16 S. (Handbooks in Philosophy).

Publikation: Beiträge in Sammelwerken › Kapitel

DOI