W.J. Reddin

Bio: W.J. Reddin is an academic researcher. The author has contributed to research in topics: Leadership style & Shared leadership. The author has an hindex of 1, co-authored 1 publications receiving 23 citations.

An Integration of Leader-Behavior Typologies

Abstract: There are now so many leader-behavior typologies that appear to conflict with each other that a logical synthesis seems useful. Such a synthesis can be accomplished only by using a dimension of effectiveness that in fact makes leadership easier to teach. The dimension chosen for this study can be defended by reference to its empirically demonstrated independence, its suggested presence in four typologies, and its explicit support in ten ideal-type leadership typologies, including those that use single types and those that use multiple types. The resulting classification can be shown to include eight widely known typologies. These eight include a wide variety of leadership behaviors, relate directly to all well-known models, are logically related, and are linked to more and less effective behavior.

The Human Side of Enterprise.

Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

Employees' Organizational Commitment and Their Perceptions of Supervisors' Relations-Oriented and Task-Oriented Leadership Behaviors

Abstract: The purpose of this research was to investigate the relationship between employees’ perceptions of their immediate supervisors’ relations-oriented and task-orientedleadership behaviors and different types of organizational commitment. Bass & Avolio's (1995) Multifactor Leadership Questionnaire (MLQ Form 5X) was used to measure relations-orientedand task-orientedleadership behaviors. Meyer & Allen’s (1997) Organizational Commitment Questionnaire (OCQ) was used to measure organizational commitment. Participants in the research included 361 employees who worked for the city of Charlottesville, Virginia. These employees were located in eight departments that varied in the area of technical functioning, size, and academic levels. Factor analyses, with principal component extraction and varimax rotation, were performed to determine how the MLQ Form 5X items would load onto a 2-factor model of relations-orientedand task-orientedleadership behaviors. The task-orienteditems of contingent reward loaded with the relations-orienteditems, and the non-leadershipitems of laissez-faire loaded with the task-orienteditems. These findings resulted in an arrangement of relationsoriented and task-orientedsubscales that was different than the arrangement proposed by Bass & Avolio (1995). Correlations for the MLQ Form 5X revealed multicollinearity among all the relationsorientedsubscales and two of the task-orientedsubscales, preventing any interpretations about the amount of variance that any particular type of relations-orientedor task-orientedleadership behavior might explain in organizational commitment. Factor scores were used to perform regressions and investigate the amount of variance relations-orientedleadership behaviors and task-orientedleadership behaviors explained in organizational commitment. Relations-orientedleadership behaviors explained the greatest amount of variance in affective commitment, somewhat less variance in normative commitment, and no variance in continuance commitment. The results for task-orientedleadership behaviors revealed the same pattern of relationships with the different types of organizational commitment, only weaker. Keywords: Leadership, Relations-Oriented, Task-Oriented, Commitment

Participative and Team-Oriented Leadership Styles, Countries’ Education Level, and National Innovation The Mediating Role of Economic Factors and National Cultural Practices

Abstract: The present study aims to provide insights into the leadership–innovation relationship on the national level by considering national-level contingency factors. We argue that the impact of a prevail...