This article presents a model of relational leadership based on a review of leader-member exchange (LMX) and interpersonal trust. This model asserts that the LMX relationship is built through interpersonal exchanges in which parties to the relationship evaluate the ability, benevolence, and integrity of each other. These perceptions, in turn, influence the behaviors predicted by LMX researchers. This integrated model of relational leadership provides insights into the dynamics of leader-subordinate relationships and resolves some of the inconsistencies in the LMX research without losing the richness and uniqueness of the exchange theory. A number of propositions for future research in relational leadership are also suggested.

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=3430&context=lkcsb_research

A model of relational leadership: The integration of trust and leader–member exchange

As an example of applied social science, the field of human resource management is used to show that ethical problems are not only those of carrying out research, of professional conduct, and of the “distribution fairness” of social science knowledge. A largely overlooked ethical issue is also the implicit choices that are made as an integral part of research and implementation. First, an analysis is undertaken of the implicit assumptions, values and goals that derive from the conception of human problems in work organizations as “managing human resources”. Secondly, it is argued that such a conception is in fact a socially constructed reality with “real” consequences and not a reflection of “objective” states of human and social nature with which we have to live. Thirdly, to the extent that our implicit assumptions are in part based upon conceptual choices that are made by individuals or as a collective act of a discipline or work organization, the development of an ethical framework that could guide such choices becomes a crucial challenge for business ethics.

Epistemological and ethical considerations in conceptualizing and implementing human resource management

This book is about engendering local governance. It explores the euphoria with which Uganda's decentralization policy took centre stage as a sufficient driver to engender local development responsiveness and accountability. Using a case study of AFARD in Nebbi district, it shows first that decentralized governance is gendered and technocratic as grassroots women's effective participation is lacking. Second, it shows that the insertion of women in local governance is merely a symbolic political gesture lacking the effective representation by women leaders of women's constituency. The book concludes that political capability and citizenship building is an effective bridge to engendering local governance. - Alfred Lakwo obtained his PhD in Social Sciences in 2007 at Radboud University, Nijmegen, the Netherlands. Currently he is Programme Director of the NGO Agency for Accelerated Regional Development (AFARD) in West Nile, Uganda.

Making decentralization work for women in Uganda

For in this world head winds are far more prevalent than winds from astern, so for the most part the Commodore on the quarter-deck gets his atmosphere at second-hand from the sailors on the forecastle. In much the same way do the commonalty lead their leaders in many other things, at the same time that the leaders little suspect it. Moby Dick -Melville The expression "psychiatric team" has fallen into disrepute in many circles either as a cliche without definition or as an empty war cry for the disorganized to rally round; nevertheless, we find the literature on psychiatric teams merits a review. Behind the jargon phrase "psychiatric team" lies the immediate fact that psychiatric staffs are continually intra-acting and that the team concept represents an attempt to organize and direct staff intra-action. The definition of psychiatric teams, used by us in surveying the field

Psychiatric Teams: A Selective Review of the Literature

This study was designed to instruct nursing supervisors in general semantics principles and to observe the effects upon their subordinates. The selected supervisors were chosen by random sample, and classes were arranged to provide a ten-hour intensive general semantics indoctrination. Classes convened for two hours each week for five consecutive weeks. The objective of the study was to answer three specific questions. Does supervisory knowledge of general semantics principles: 1. Benefit the supervisor-subordinate relationship? 2. Influence subordinate attitude toward hospital administration? 3. Affect the subordinates' opinion of his work environment? Data were accumulated by semantic differential bl-polar adjective questionnaires issued to 210 hospital subordinates. Sixtyfive employees were designated control group and were composed of subordinates whose supervisors were excluded from the general semantics course. The questionnaires were administered: (1) Before the course in general semantics was taught, (2) Immediately after the course was taught, and (3) One month after the course was completed. Data coding and three way analysis of variance were performed. It was concluded that in the short run no significant difference

Edward Collins Bursk

Papers

The management team

Human relations for management : the newer perspective