Article

Leader Effectiveness: Who Really is the Leader?

Michael D. Mumford and Jamie D. Barrett

in The Oxford Handbook of Leadership

Published in print November 2012 | ISBN: 9780195398793
Published online December 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780195398793.013.0025

Series: Oxford Library of Psychology

 Leader Effectiveness: Who Really is the Leader?

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This chapter argues that leadership effectiveness is a complex topic, and explores the critical boundary conditions which must be taken into account in appraising leader effectiveness. The major strategies used to appraise leader effectiveness are then elaborated. The implications of these methods for appraising leader effectiveness are examined with respect to both theory development and practice. The amount and nature of the discretion granted by an individual forms an important boundary condition under which appraisal of leader effectiveness occurs. Substantive measures must be judiciously employed to appraise leader effectiveness. Social outcomes measures appraise the outcomes emerging from the exercise of influence. Appraisals of leader effectiveness that are either too early or too late will prove of little value. A substantive analysis of how effective leadership will be showed should offer the basis for selection of the set of effectiveness measures being applied.

Keywords: leadership effectiveness; leader effectiveness; boundary condition; social outcomes; appraisals; effectiveness measures

Article.  12120 words. 

Subjects: Psychology ; Social Psychology

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