Teaching Implicit Leadership Theories to develop leaders and leadership – How and why it can make a difference

Schyns, B.; Kiefer, T.; Kerschreiter, R.; Tymon, A.

doi:10.5465/amle.2010.0015

Teaching Implicit Leadership Theories to develop leaders and leadership – How and why it can make a difference

Schyns, B.; Kiefer, T.; Kerschreiter, R.; Tymon, A.

Authors

Professor Birgit Schyns birgit.schyns@durham.ac.uk
Professor

T. Kiefer

R. Kerschreiter

A. Tymon

Abstract

Implicit leadership theories (ILTs) are lay images of leadership, which are individually and socially determined. We discuss how teaching ILTs contributes to developing leaders and leaderships by raising self- and social awareness for the contexts in which leadership takes place. We present and discuss a drawing exercise to illustrate different ILTs and discuss the implications for leaders and leadership, with a particular focus on how leaders claim, and are granted, leader identities in groups.

Citation

Schyns, B., Kiefer, T., Kerschreiter, R., & Tymon, A. (2011). Teaching Implicit Leadership Theories to develop leaders and leadership – How and why it can make a difference. Academy of Management Learning and Education, 10(3), 397-408. https://doi.org/10.5465/amle.2010.0015

Journal Article Type	Article
Publication Date	Sep 1, 2011
Deposit Date	Jun 13, 2011
Publicly Available Date	Dec 1, 2017
Journal	Academy of Management Learning and Education
Print ISSN	1537-260X
Publisher	Academy of Management
Peer Reviewed	Peer Reviewed
Volume	10
Issue	3
Pages	397-408
DOI	https://doi.org/10.5465/amle.2010.0015
Public URL	https://durham-repository.worktribe.com/output/1540266