Journal article
The opponent process theory of leadership succession
Organizational psychology review, Vol.5(4), pp.333-363
11/01/2015
DOI: 10.1177/2041386614530606
Abstract
Groups are increasingly conceptualized as self-regulating, adaptive social systems, where time and history play central explanatory roles. Despite this, concepts related to opponent processes, which are central to theories of self-regulation, have been absent from discussions of leadership of groups. In this paper, we introduce the opponent process theory of leadership succession, and argue that the impact of leadership on current outcomes can be fully appreciated only by complementing the understanding of the current leader's behaviors and style with the behaviors and styles of his or her predecessor. We outline both the process and content of opponent processes highlighting their potential to explain both adaptive and maladaptive behavior in groups.
Details
- Title: Subtitle
- The opponent process theory of leadership succession
- Creators
- John R. Hollenbeck - Michigan State UniversityD. Scott DeRue - University of Michigan–Ann ArborJennifer D. Nahrgang - Arizona State University
- Resource Type
- Journal article
- Publication Details
- Organizational psychology review, Vol.5(4), pp.333-363
- Publisher
- Sage
- DOI
- 10.1177/2041386614530606
- ISSN
- 2041-3866
- eISSN
- 2041-3874
- Number of pages
- 31
- Language
- English
- Date published
- 11/01/2015
- Academic Unit
- Management and Entrepreneurship
- Record Identifier
- 9984406150902771
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