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...on, most notably, transformational leadership toward a stronger emphasis onsa shared, relational, and global perspective where especially the interaction between leadersand follower are key elements (=-=Avolio, Walumbwa, & Weber, 2009-=-). Earlier theorizing bysDonaldson and Davis (1991; Davis, Schoorman, & Donaldson, 1997) emphasized thesimportance of moving management theory beyond the principles of agency theory—with itssassumptio...

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...s, complementing previously studied contingencies such as environmental uncertainty, cultural values, social and physical distance, and follower characteristics (for reviews, see Bass & Riggio, 2006; =-=Avolio, Walumbwa, & Weber, 2009-=-). Accordingly, my findings invite scholars to consider the possibility that transformational leaders can inspire employees not only through the words that they articulate to link work to an important...

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... authentic, and transformational leadership (see Brown and Trevino, 2006; Walumbwa et al., 2010). And, although some similarities exist between these forms of leadership, there are important differences (see Brown and Trevino, 2006). Among the numerous other leadership frameworks presented in the management literature, one that articulates the emotional, relational, and moral dimensions of leadership in a particularly useful way is the concept of Servant Leadership, introduced four decades ago by Greenleaf (1970) and currently attracting renewed interest among scholars and managers alike (see Avolio et al., 2009). According to Greenleaf (1970), servant leaders are those who manage organizational challenges by subordinating personal interests to those of organizational stakeholders and who see leadership as an opportunity for service to individuals, organization, and community rather than as a vehicle to attain personal power and prestige. One of the primary goals of the servant leader is to develop future servant leaders. Although a number of scales to measure servant leadership have appeared in the literature, none have focused specifically on the conduct of top executives. A central tenet of organiz...

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.... In addition, leader humility may have important implications for fostering “developmental readiness” (a topic leadership scholars have pinpointed as critically needed in future leadership research [=-=Avolio et al., 2009-=-]) between both leaders and followers, as the behaviors of leader humility appear to catalyze a type of interaction in which leader and follower developmental activities are mutually reinforced. In ad...

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...wersapproaches to leadership that emphasize the coaching rather than controlling role of leadershipsemphasize the importance of relationship-oriented as opposed to taskoriented leadershipsbehaviours (=-=Avolio et al. 2009-=-). Authentic leadership theory (Avolio et al. 2009) is a promisingsapproach for nurse leaders in their efforts to create empowering work environments thatsdiscourage the development of burnout among e...

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...t faculty mentoring was marginally related to doctoral students’ self-efficacy for conducting research. The current study, thus, in part answers Ramaswami and Dreher’s (2007) call for 2011 411Lester, Hannah, Harms, Vogelgesang, and Avolio further research into examining the relationship between mentorship and efficacy. Specifically, we seek to extend the literature by examining how mentorship develops leader efficacy in protégés. We also attempt to address calls for research to assess the mechanisms whereby mentoring (e.g., Day & Allen, 2004) and leader development more broadly (Avolio, 2007; Avolio, Walumbwa, & Weber, 2009) result in observable outcomes. Toward this end, we assessed whether leader efficacy mediates the relationship between enhanced mentorship effects and externally rated leader performance. Briefly, our model follows Day’s (2000: 584) dichotomy of leader and leadership development, where leader development “results as a function of purposeful investment in human capital. . . [and where] the primary emphasis of the overarching development strategy is to build the intrapersonal competence needed to form an accurate model of oneself.” We set out to collect longitudinal evidence to determine whethe...

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... Cremer, van 2015 189Fehr, Yam, and Dang Knippenberg, van Knippenberg, Mullenders, & Stinglhamber, 2005). The balanced processing factor of authentic leadership places a similar emphasis on fairness (=-=Avolio et al., 2009-=-). According to Avolio and colleagues (2009), authentic leaders must consider all of the relevant information before coming to a decision. Consistent with the notion that fairness and ethics are often...

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...e particularly important to understand how leaders and members build a highsquality LMX relationship with each other as well as how leaders or members react to thesLMX relationships of other members (=-=Avolio, Walumbwa, & Weber, 2009-=-).sIn thescross-cultural management literature (e.g., Gelfand, Erez, & Aycan, 2007) and leaderships7s7 literature (Javidan, Dorfman, de Luque, & House, 2006; Kirkman, G. Chen, Farh, Z.sChen, & Lowe, 2...