This book is the third volume in the "Leadership Horizons" series. This series, started by Jim Meindl, is devoted to new developments in theory and research on leadership within the context of continuing and emerging organizational issues. In this spirit, the present volume delves into implicit leadership theories (ILTs), and opens intriguing new avenues for research on ILTs, but does so while maintaining an eye on the past. For example, the book offers valuable historical perspectives from those who were 'there' - Dov Eden and Uriel Leviatan share the inside scoop on the origination of the concept of ILTs, and Bob Lord traces the evolution of social-cognitive perspectives with respect to work on ILTs-while all authors raise interesting questions and offer important new directions to advance this work well into the future. It features a wide range of scholars and perspectives, and practical implications are implicit and explicit throughout the volume. The book offers a valuable resource for researchers, students, and practitioners interested in leadership and social cognition in the workplace.
Preface, Robert G. Lord. Introduction I, Dov Eden and Uriel Leviatan. Introduction II, Birgit Schyns and James R. Meindl. PART I: INFORMATION PROCESSING AND EFFECTS OF IMPLICIT LEADERSHIP THEORIES. The Effects of Prototype Matching, Group Setbacks and Group Outcomes, Judith L. Nye. Cognition Matters: Leader Images and Their Implications for Organizational Life, Tiffany Keller. PART II: CONTENTS AND GENERALIZABILITY OF IMPLICIT LEADERSHIP THEORIES. The Perception of Leadership - Leadership as a Perception: An Exploration Using the Repertory Grid-Technique, Andreas Muller and Birgit Schyns. Implicit Theories of Relationships in the Workplace, Mary Uhl-Bien. Implicit Theories of Leadership at Different Hierarchical Levels, Deanne N. Den Hartog and Paul L. Koopman. Gender Stereotypes and Implicit Leadership Theories, Sabine Sczesny. The Glass Cliff: Implicit Theories of Leadership and Gender and the Precariousness of Women's Leadership Positions, Michelle K. Ryan and S. Alexander Haslam. PART III: EXPLAINING IMPLICIT LEADERSHIP THEORIES. Personality and Romance of Leadership, Jorg Felfe. Children's Implicit Theory of Leadership, Saba Ayman-Nolley and Roya Ayman. PART IV: BROADENING UP OUR VIEW ON IMPLICIT LEADERSHIP THEORIES: Implicit Followership Theories and Implicit Organizational Theories. Leadership and Need for Leadership: Testing an Implicit Follwership Theory, Reinout E. de Vries and Jean-Louis van Gelder. Effects of Hierarchical Positions on Social Inference: Schema use, Schema Content, and Causal Attributions About Behavior of Leaders and Subordinates, Dorien Konst and Wim van Breukelen. The Role of Implicit Organization Theory in the Start-up Phase of New Firms, Brigitte Kroon.
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