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dc.contributor.authorDeRue, D. Scott
dc.contributor.authorWorkman, Kristina
dc.date.accessioned2020-09-12T21:10:25Z
dc.date.available2020-09-12T21:10:25Z
dc.date.issued2012-01-01
dc.identifier.other8605642
dc.identifier.urihttps://hdl.handle.net/1813/72248
dc.description.abstractIn this chapter, we draw from the literature on positive organizational scholarship to inform and extend current theories and research on leadership development in organizational settings. Specifically, we highlight the value of a strengths-based approach to leadership development, draw attention to the emergence of positive cycles of leadership development, and emphasize the role of high-quality relationships and connections in facilitating leadership development. Our hope is that these theoretical insights provide the basis for new theory on cultivating extraordinary leadership capacity in organizations and stimulate future research on the positive and dynamic processes involved in leadership development.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Oxford University Press. Final version published as: DeRue, D. S., & Workman, K. M. (2012). Toward a positive and dynamic theory of leadership development. In G. M. Spreitzer & K. S. Cameron (Eds.), The Oxford handbook of positive organizational scholarship. New York, NY: Oxford University Press. doi:10.1093/oxfordhb/9780199734610.013.0060 Reprinted with permission. All rights reserved.
dc.subjectleadership development
dc.subjectstrengths
dc.subjectpositive spirals
dc.subjecthigh-quality relationships
dc.titleToward a Positive and Dynamic Theory of Leadership Development
dc.typearticle
dc.relation.doihttps://doi.org/10.1093/oxfordhb/9780199734610.013.0060
dc.description.legacydownloadsWorkman6_Toward_a_positive.pdf: 1968 downloads, before Aug. 1, 2020.
local.authorAffiliationDeRue, D. Scott: University of Michigan - Ann Arbor
local.authorAffiliationWorkman, Kristina: kmw249@cornell.edu Cornell University School of Hotel Administration


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