1. //
  2. Start
  3. //
  4. Publications
  5. Age and leadership
  6. Output formats
  7. //

Age and leadership: The moderating role of legacy beliefs

Research output: Journal contributions › Journal articles › Research › peer-review

Standard

Age and leadership: The moderating role of legacy beliefs. / Zacher, Hannes; Rosing, K; Frese, M.
In: The Leadership Quarterly, Vol. 22, No. 1, 02.2011, p. 43-50.

Research output: Journal contributions › Journal articles › Research › peer-review

Harvard

Zacher, H, Rosing, K & Frese, M 2011, 'Age and leadership: The moderating role of legacy beliefs', The Leadership Quarterly, vol. 22, no. 1, pp. 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 = "The Leadership Quarterly",
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 - The Leadership Quarterly

JF - The Leadership Quarterly

IS - 1

ER -

Related by journal

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

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

Research output: Journal contributions › Journal articles › Research › peer-review

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, p. 219-256 38 p.

Research output: Journal contributions › Journal articles › Research › peer-review

Other publications by the same author(s)

Decoding evidence-based entrepreneurship: A systematic review of meta-analytic choices and reporting

Rauch, A., Saeed, S. & Frese, M., 06.11.2024, (E-pub ahead of print) In: Journal of Small Business Management. 47 p.

Research output: Journal contributions › Journal articles › Research › peer-review

Different approaches to learning from errors: Comparing the effectiveness of high reliability and error management approaches

Klamar, A., Horvath, D., Frese, M. & Keith, N., 01.09.2024, In: Safety Science. 177, 15 p., 106578.

Research output: Journal contributions › Journal articles › Research › peer-review

Learning from African entrepreneurship—on the psychological function of entrepreneurial preparedness

Frese, M., 12.2024, In: Small Business Economics. 63, 4, p. 1365-1380 16 p.

Research output: Journal contributions › Journal articles › Research › peer-review

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. (eds.). Second Edition ed. Elsevier B.V., p. 377-392 16 p.

Research output: Contributions to collected editions/works › Chapter › peer-review

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, 17 p., 101027.

Research output: Journal contributions › Journal articles › Research › peer-review

DOI