SAGE Journal Articles

Journal Article 1  Blanchard, K. H., Zigarmi, D., & Nelson, R. B. (1993). Situational Leadership® After 25 Years: A Retrospective. Journal of Leadership & Organizational Studies, 1(1), 21-36.

Abstract: The May 1994 American Society of Training and Development (ASTD) meeting will be the 25th anniversary of Situational Leadership. This article by one of the original developers of that model and two of his colleagues reviews work that led to the model's development, revisions that have since improved the model, and extensive research that has been conducted--much of it never before formally published--using the revised model and related instrumentation.

Journal Article 2  Smollan, R., & Parry, K. Follower perceptions of the emotional intelligence of change leaders: A qualitative study. Leadership, 7(4), 435-462.

Abstract: We present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers’ emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants’ perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.

Journal Article 3  Lynn, D. B. (2001). Succession Management Strategies in Public Sector Organizations: Building Leadership Capital. Review of Public Personnel Administration, 21(2), 114-132.

Abstract: This research reviews the development of succession management strategies in public service organizations. The results reinforce the direct link between organizational culture and leadership and the need for new human resource management initiatives to foster the systematic identification, recruitment, development, and selection of high-potential candidates to improve leadership growth in the public sector.

Journal Article 4  Wallace, M., & Tomlinson, M. (2010). Contextualizing Leader Dynamics: How Public Service Leaders Endeavour to Build Influence. Leadership, 6(1), 21-45.

Abstract: A generic conceptualization is developed of the evolutionary relationship between leader activity and context, informed by structuration theory. It is argued that theoretical development to date has underplayed the extent of leaders’ attempted--and more or less successful--manipulation of contextual factors, within structural parameters that bound their agency. A heuristic model of leaders’ interaction with their context is articulated. This links their degree of agency and its delimitation with the degree to which contextual factors can be manipulated to extend leaders’ platform for future influence. Findings from qualitative research on the perceptions of ‘top’ organization leaders in the English public services illustrate the application of the model. Indicative factors are perceived to be variably manipulable. The experience of one successful secondary school headteacher portrays how the context–leader dynamic operates cumulatively and recursively. The conclusion considers the implications of this conceptualization for theorizing, research, and policy for improving leadership practice.

Journal Article 5  Denis, J-L., Langley, A., & Rouleau, L. (2010). The Practice of Leadership in the Messy World of Organizations. Leadership, 6(1), 67-88.

Abstract: This article examines the practice of leadership in organizations characterized by ambiguous authority relationships. Drawing on three empirical case studies illustrative of a long-term research program on change in health care organizations, we examine leadership as a practical activity focusing particularly on its dynamic, collective, situated, and dialectical nature. We invite researchers on leadership to look carefully at the embeddedness of leadership roles in context and at the type and consequences of practices that leaders develop in such contexts. Implications of these ideas for further research and for would-be leaders are discussed.