A lifespan perspective on leadership

Zacher, Hannes, Clark, Michael, Anderson, Ellen C. and Ayoko, Oluremi B. (2015). A lifespan perspective on leadership. In P. Matthijs Bal, Dorien T. A. M. Kooij and Denise M. Rousseau (Ed.), Aging workers and the employee-employer relationship (pp. 87-104) Heidelberg, Germany: Springer. doi:10.1007/978-3-319-08007-9_6

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Author Zacher, Hannes
Clark, Michael
Anderson, Ellen C.
Ayoko, Oluremi B.
Title of chapter A lifespan perspective on leadership
Title of book Aging workers and the employee-employer relationship
Place of Publication Heidelberg, Germany
Publisher Springer
Publication Year 2015
Sub-type Research book chapter (original research)
DOI 10.1007/978-3-319-08007-9_6
Open Access Status
ISBN 9783319080079
Editor P. Matthijs Bal
Dorien T. A. M. Kooij
Denise M. Rousseau
Chapter number 6
Start page 87
End page 104
Total pages 18
Total chapters 15
Language eng
Formatted Abstract/Summary
In this chapter, we present a lifespan model of leadership that outlines how leader and follower age as well as age-related changes in leader traits and characteristics, leader behaviors, and follower attribution and identification processes may influence leadership effectiveness. First, we describe how leader traits and characteristics change with age and how these developmental changes may impact on leader behaviors and, subsequently, leadership effectiveness. Specifically, we discuss age-related changes in leaders’ task competence, interpersonal attributes, and motivation to lead. We particularly focus on how generativity – a set of interconnected motives pertaining to establishing and guiding future generations – may emerge as an important concern among older leaders. Second, we review theoretical approaches that help explain how and why leader age and age-related traits and characteristics, follower age, as well as leader-follower age differences may influence follower attribution and identification processes. Third, we outline a number of boundary conditions of the effects proposed by our lifespan model of leadership, including leader-follower relationship duration, situational characteristics, as well as the cultural, social, and historical context. We conclude the chapter by discussing our model’s implications for future research and organizational practice.
Q-Index Code B1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Book Chapter
Collections: Official 2016 Collection
UQ Business School Publications
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Created: Fri, 31 Jan 2014, 02:55:56 EST by Karen Morgan on behalf of UQ Business School