Sean T Hannah

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  • Sean T Hannah, Mary Uhl-Bien, Bruce Avolio, Fabrice L Cavarretta, Mary Uhl-Bien, Bruce Avolio +3 others
  • 2013
a r t i c l e i n f o a b s t r a c t In this review, we develop a framework to guide future research and to examine the execution of leadership in extreme contexts. We start by defining and distinguishing extreme contexts from crisis and other contexts. A five component typology is developed comprised of magnitude of consequences, form of threat,(More)
a r t i c l e i n f o a b s t r a c t A multilevel model is offered proposing that organizational learning is an interdependent system where effective leaders enact intervention strategies at the individual (micro), network (meso), and systems (macro) levels. We suggest that leaders approach organizational learning by setting the conditions and structure(More)
Differentiating transformational and non-transformational leaders on the basis of neurological imaging" (2012). The purpose of this study was to evaluate the viability of using neurological imaging to classify transformational leaders, versus non-transformational leaders, as identified through existing psychometric methods. Specifically, power spectral(More)
Complex contexts and environments require leaders to be highly adaptive and to adjust their behavioral responses to meet diverse role demands. Such adaptability may be contingent upon leaders having requisite complexity to facilitate effectiveness across a range of roles. However, there exists little empirical understanding of the etiology or basis of(More)
Both conventional understanding and positive psychology recognise an important link between people's character strengths and how they perform their jobs. However, no research to date has focused on the relationship of employees' wisdom strengths, potential mediating effects and creative task performance. Utilising a large heterogeneous sample (N = 974) of(More)
We develop a model in which abusive supervision undermines individuals' perceptions of the level of respect they are accorded by their group peers, which in turn reduces their performance and disconnects them psychologically from the organization. High group potency strengthens each of these connections. We studied the theorized relationships across 3(More)
We develop a model in which transformational leadership bolsters followers' internalization of core organizational values, which in turn influences their performance and willingness to report peers' transgressions. The model also specifies a distinct process wherein transformational leadership enhances follower performance by promoting followers' role(More)