Hostname: page-component-8448b6f56d-tj2md Total loading time: 0 Render date: 2024-04-25T00:15:17.252Z Has data issue: false hasContentIssue false
  • English
  • Français

Integrating Implicit Leadership Theories and Fit Into the Development of Global Leaders: A 360-Degree Approach

Published online by Cambridge University Press:  07 January 2015

William A. Gentry  and
Regina H. Eckert
William A. Gentry*
Affiliation:
Center for Creative Leadership
Regina H. Eckert
Affiliation:
Center for Creative Leadership
*
E-mail: gentryb@ccl.org, Address: Center for Creative Leadership, One Leadership Place, Greensboro, NC 27410.
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 5 , Issue 2 , June 2012 , pp. 224 - 227
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Atwater, L. E., Brett, J. F., & Charles, A. C. (2007). Multisource feedback: Lessons learned and implications for practice. Human Resource Management, 46, 285–307.Google Scholar
Atwater, L. E., & Waldman, D. (1998). Accountability in 360 degree feedback. HR Magazine, 43, 96–104.Google Scholar
Bracken, D. W., Timmreck, C. W., & Church, A. H. (Eds.). (2001). The handbook of multisource feedback: The comprehensive resource for designing and implementing msf processes. San Francisco, CA: Jossey Bass. Google Scholar
Chhokar, J. S., Brodbeck, F. C., & House, R. J. (Eds.). (2007). Culture and leadership across the world: The GLOBE nook of in-depth studies of 25 societies. Mahwah, NJ: Erlbaum. Google Scholar
Ernst, C., & Chrobot-Mason, D. (2010). Boundary spanning leadership: Six practices for solving problems, driving innovation, and transforming organizations. New York, NY: McGraw-Hill. Google Scholar
Holt, K., & Seki, K. (2012). Global leadership: A developmental shift for everyone. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 198–217.Google Scholar
House, R., Hanges, P., Javidan, M., Dorfman, P., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage. Google Scholar
Lord, R. G., & Maher, K. J. (1991). Leadership and information processing. London, UK: Routledge. Google Scholar
Morgeson, F. P., Mumford, T. V., & Campion, M. A. (2005). Coming full circle: Using research and practice to address 27 questions about 360-degree feedback programs. Consulting Psychology Journal: Practice and Research, 57, 196–209.Google Scholar
Munusamy, V. P., Ruderman, M. N., & Eckert, R. H. (2010). Leader development and social identity. In Van Velsor, E., McCauley, C. D., & Ruderman, M. N. (Eds.), The Center for Creative Leadership handbook of leadership development (3rd ed., pp. 147–175). San Francisco, CA: Jossey Bass. Google Scholar
Ostroff, C., & Judge, T. A. (Eds.). (2007). Perspectives on organizational fit. San Francisco, CA: Jossey-Bass. Google Scholar
Ruderman, M. N., Brodbeck, F., Eckert, R., Gentry, W. A., & Braddy, P. W. (2011, April). The role of fit in understanding leader effectiveness across cultures. Poster session presented at the 26th Annual Conference of the Society for Industrial and Organizational Psychology, Chicago, IL.Google Scholar
Yukl, G. A. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. Google Scholar