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Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives

Dinh, J.; Lord, R.; Garnder, W.; Meuser, J.; Liden, R.C.; Hu, J.

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Authors

J. Dinh

W. Garnder

J. Meuser

R.C. Liden

J. Hu



Abstract

Scholarly research on the topic of leadership has witnessed a dramatic increase over the last decade, resulting in the development of diverse leadership theories. To take stock of established and developing theories since the beginning of the new millennium, we conducted an extensive qualitative review of leadership theory across 10 top-tier academic publishing outlets that included The Leadership Quarterly, Administrative Science Quarterly, American Psychologist, Journal of Management, Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organizational Science, and Personnel Psychology. We then combined two existing frameworks (Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010; Lord & Dinh, 2012) to provide a process-oriented framework that emphasizes both forms of emergence and levels of analysis as a means to integrate diverse leadership theories. We then describe the implications of the findings for future leadership research and theory.

Citation

Dinh, J., Lord, R., Garnder, W., Meuser, J., Liden, R., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62. https://doi.org/10.1016/j.leaqua.2013.11.005

Journal Article Type Article
Acceptance Date Oct 31, 2013
Online Publication Date Nov 28, 2013
Publication Date Feb 1, 2014
Deposit Date Mar 7, 2014
Publicly Available Date Mar 17, 2014
Journal Leadership Quarterly
Print ISSN 1048-9843
Publisher Elsevier
Peer Reviewed Peer Reviewed
Volume 25
Issue 1
Pages 36-62
DOI https://doi.org/10.1016/j.leaqua.2013.11.005
Keywords Leadership theory, Levels of analysis, Global compositional and compilational forms of emergence, Content analysis.
Public URL https://durham-repository.worktribe.com/output/1437452

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Copyright Statement
NOTICE: this is the author’s version of a work that was accepted for publication in The Leadership Quarterly. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in The Leadership Quarterly, Volume 25, Issue 1, February 2014, 10.1016/j.leaqua.2013.11.005.






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