Download PDF by American Psychologist: american psychologist leadership

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By American Psychologist

ISBN-10: 0979212502

ISBN-13: 9780979212505

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McCauley (2001) focused on the need to integrate the individual and the context as a strategy for fostering leadership development, suggesting that it is important to “provide a variety of developmental experiences, ensure a high level of ability to learn, and design the context so it supports development” (p. 348). These facets are captured in London and Maurer’s (2003) model of leadership development, which includes establishing the congruence between characteristics of the organization and the individual in shaping the potential for leadership development.

Thousand Oaks, CA: Sage. Lord, R. , & Brown, D. J. (2004). Leadership processes and follower self-identity. Mahwah, NJ: Erlbaum. Lord, R. , Brown, D. , & Frieberg, S. J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes, 75, 167–203. Lord, R. , Brown, D. , Harvey, J. , & Hall, R. J. (2001). Contextual constraints on prototype generation and their multi-level consequences for leadership perceptions.

What are the elements of a creative attitude toward leadership? Research on creativity suggests a number of elements (see Sternberg, 1999a). These elements involve both skills in actually executing them and the dispositions to wish to execute them in the first place. 1. Problem redefinition. Creative leaders do not define a problem the way everyone else does, simply because everyone else defines the problem that way. They decide on the exact nature of the problem using their own judgment. Most important, they are willing to defy the crowd in defining a problem differently from the way others do (Getzels & Csikszentmihalyi, 1976; Sternberg, 2002a; Sternberg & Lubart, 1995).

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