Research on Participative Leadership: a Bibliometric Analysis Between 1992 and 2024

Özet

This bibliometric analysis analyzes the past 32 years of research on participative leadership. The bibliometric analysis starts with an “introduction” section, where the 10 most global cited articles on participative leadership are mentioned, indicating the names of the authors, the year of publication, the journal name, and the topic of each article in a separate paragraph. The following part “method”, depicts the main findings of the bibliometric analysis such as the number of documents and sources, the annual growth rate of research on participative leadership, the document average age, average citations per document, the number of authors, and the percentage of international co-authorships. The following “findings” section indicates annual scientific production on participative leadership, average citations per article and per year, most relevant journals, most relevant authors, most relevant universities, countries’ scientific production, and most frequent words. The last part “discussion and conclusion” summarizes the findings of the bibliometric analysis, indicates the limitations of the study and ends with recommendations for further studies.

Referanslar

Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21(3), 249-269.

Baker, N. (2018a). Leader-member exchange and follower trust in leader: The moderating effect of leader emotional expressivity. International Journal of Social Sciences and Education Research, 4(4), 741-749.

Baker, N. (2018b). Authentic leadership and follower job satisfaction: The moderating effect of leader emotional expressivity. International Journal of Social Sciences and Education Research, 4(4), 689-697.

Baker, N. (2019a). The combined effect of leader-member exchange and leader optimism on follower job outcomes. Business and Management Studies: An International Journal, 7(5), 2525-2555.

Baker, N. (2019b). The moderating effect of leader anger on the relationship between leader-member exchange and follower job outcomes. Business and Management Studies: An International Journal, 7(2), 781-794.

Baker, N. (2019c). Lider-üye etkileşimi ve takipçi iş performansı: Lider duygu dışavurumunun modere edici etkisi. In T. Tuğsal (Ed.), Liderlik ve Kurumsal Yönetim: Teori ve Güncel Araştırmalar (pp. 65-75). Ankara: Gazi Kitabevi.

Baker, N. (2020). Authentic leadership, leader anger and follower job outcomes: A comparison of angry vs. non-angry leaders. Beykoz Akademi Dergisi, 8(2), 106-126.

Baker, N. (2022). Liderliğin evrimi ve başlıca liderlik tarzları. Florya Chronicles of Political Economy, 8(1), 29-46.

Baker, N. (2023a). 40 years of leader-member exchange research: A bibliometric analysis between 1982 and 2022. Florya Chronicles of Political Economy, 9(2).

Baker, N. (2023b). 45 years of authentic leadership research: A bibliometric analysis between 1978 and 2023. Haliç Üniversitesi Sosyal Bilimler Dergisi, 6(2), 194-201.

Baker, N. (2023c, September). Hizmetlar liderlik ile takipçi duygusal bağlılığı: Takipçi iş tatmininin aracılık rolü. Proceedings of the 31st National Conference on Management and Organization. Paper presented at the 31st National Conference on Management and Organization, Istanbul, Turkey (pp. 501-508).

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Benoliel, P., & Barth, A. (2017). The implications of the school’s cultural attributes in the relationships between participative leadership and teacher job satisfaction and burnout. Journal of Educational Administration, 55(6), 640-656.

Benoliel, P., & Somech, A. (2010). Who benefits from participative management? Journal of Educational Administration, 48(3), 285-308.

Benoliel, P., & Somech, A. (2012). The health and performance effects of participative leadership: Exploring the moderating role of the Big Five personality dimensions. European Journal of Work and Organizational Psychology, 23(2), 277-294.

Cohen, S. G., Ledford Jr, G. E., & Spreitzer, G. M. (1996). A predictive model of self-managing work team effectiveness. Human Relations, 49(5), 643-676.

De Jong, J., & Den Hartog, D. (2010). Measuring innovative work behaviour. Creativity and Innovation Management, 19(1), 23-36.

Dorfman, P. W., Howell, J. P., Hibino, S., Lee, J. K., Tate, U., & Bautista, A. (1997). Leadership in Western and Asian countries: Commonalities and differences in effective leadership processes across cultures. The Leadership Quarterly, 8(3), 233-274.

Dorfman, P., Javidan, M., Hanges, P., Dastmalchian, A., & House, R. (2012). GLOBE: A twenty year journey into the intriguing world of culture and leadership. Journal of World Business, 47(4), 504-518.

Dou, D., Devos, G., & Valcke, M. (2016). The relationships between school autonomy gap, principal leadership, teachers’ job satisfaction and organizational commitment. Educational Management Administration & Leadership, 45(6), 959-977.

Gao, L., Janssen, O., & Shi, K. (2011). Leader trust and employee voice: The moderating role of empowering leader behaviors. The Leadership Quarterly, 22(4), 787-798.

Huang, X., Iun, J., Liu, A., & Gong, Y. (2010). Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates. Journal of Organizational Behavior, 31(1), 122-143.

Hulpia, H., Devos, G., & Van Keer, H. (2011). The relation between school leadership from a distributed perspective and teachers’ organizational commitment: Examining the source of the leadership function. Educational Administration Quarterly, 47(5), 728-771.

Kim, S. (2002). Participative management and job satisfaction: Lessons for management leadership. Public Administration Review, 62(2), 231-241.

Somech, A. (2005). Directive versus participative leadership: Two complementary approaches to managing school effectiveness. Educational Administration Quarterly, 41(5), 777-800.

Somech, A. (2006). The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams. Journal of Management, 32(1), 132-157.

Sporn, B. (1996). Managing university culture: An analysis of the relationship between institutional culture and management approaches. Higher Education, 32(1), 41-61.

Yetton, P., & Crawford, M. (1992). Reassessment of participative decision-making: A case of too much participation. In F. A. Heller (Ed.), Decision-making and Leadership (pp. 90-111).

Sayfalar

155-166

Gelecek

17 Haziran 2025

Lisans

Lisans