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Leadership: Enhancing the Lessons of Experience
01 Nov 1995-
TL;DR: In this paper, the authors focus on the role of the leader, the followers and the situation in order to assess and measure the effect of leadership and its effects on individuals, groups, teams and their leadership.
Abstract: PART ONE LEADERSHIP IS A PROCESS, NOT A POSITION 1 Leadership is Everyone's Business 2 Leadership Involves an Interaction between the Leader, the Followers and the Situation 3 Leadership is Developed through Education and Experience 4 Assessing Leadership and Measuring Its Effects PART TWO FOCUS ON THE LEADER 5 Power and Influence 6 Leadership and Values 7 Leadership Traits 8 Leadership Behavior Part Two Leadership Skills * Learning from experience * Communication * Listening * Assertiveness * Guidelines for effective stress management * Building technical competence * Building effective relationships with superiors * Building effective relationships with peers * Building Credibility PART THREE FOCUS ON THE FOLLOWERS 9 Motivation, Satisfaction and Performance 10 Groups, Teams and Their Leadership Part Three Leadership Skills * Providing constructive feedback * Punishment * Delegating * Team building for work teams * Building high performance teams: the rocket model * Development planning * Coaching * Empowerment PART FOUR FOCUS ON THE SITUATION 11 Characteristics of the Situation 12 Contingency Theories of Leadership 13 Leadership and Change Part Four Leadership Skills * Setting Goals * Conducting Meetings * Managing Conflict * Negotiation * Problem Solving * Improving Creativity * Diagnosing Performance Problems in Individuals, Groups and Organizations * Team Building at the Top
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TL;DR: In this paper, the authors examined whether psychological empowerment mediated the effects of transformational leadership on followers' organizational commitment, and also examined how structural distance between leaders and followers moderated the relationship between transformation and organizational commitment.
Abstract: Summary Using a sample of 520 staff nurses employed by a large public hospital in Singapore, we examined whether psychological empowerment mediated the effects of transformational leadership on followers’ organizational commitment. We also examined how structural distance (direct and indirect leadership) between leaders and followers moderated the relationship between transformational leadership and organizational commitment. Results from HLM analyses showed that psychological empowerment mediated the relationship between transformational leadership and organizational commitment. Similarly, structural distance between the leader and follower moderated the relationship between transformational leadership and organizational commitment. Implications for research and practice of our findings are discussed. Copyright # 2004 John Wiley & Sons, Ltd.
1,524 citations
TL;DR: A review of the empirical literature on personality, leadership, and organizational effectiveness can be found in this paper, where the authors make three major points: leadership is a real and vastly consequential phenomenon, perhaps the single most important issue in the human sciences.
Abstract: This article reviews the empirical literature on personality, leadership, and organizational effectiveness to make 3 major points. First, leadership is a real and vastly consequential phenomenon, perhaps the single most important issue in the human sciences. Second, leadership is about the performance of teams, groups, and organizations. Good leadership promotes effective team and group performance, which in turn enhances the well-being of the incumbents; bad leadership degrades the quality of life for everyone associated with it. Third, personality predicts leadership—who we are is how we lead—and this information can be used to select future leaders or improve the performance of current incumbents. A very smart political scientist friend used to say, “The fundamental question in human affairs is, who shall rule?” We think the fundamental question is, “who should rule?” Leadership is one of the most important topics in the human sciences and historically one of the more poorly understood; it is important for two reasons. First, leadership solves the problem of how to organize collective effort; consequently, it is the key to organizational effectiveness. With good leadership, organizations (governments, corporations, universities, hospitals, armies) thrive and prosper. When organizations succeed, the financial and psychological well
961 citations
Cites background from "Leadership: Enhancing the Lessons o..."
...Psychologists have known for some time that measures of cognitive ability and normal personality, structured interviews, simulations, and assessment centers predict leadership success reasonably well (cf. Bass, 1990; Howard & Bray, 1990; Hughes et al., 1993; Sorcher, 1985; Yukl, 1989)....
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TL;DR: In this paper, the authors define leadership and then answer nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them).
Abstract: Although psychologists know a great deal about leadership, persons who make decisions about real leaders seem largely to ignore their accumulated wisdom. In an effort to make past research more accessible, interpretable, and relevant to decision makers, this article defines leadership and then answers nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them.
909 citations
Additional excerpts
...Bass, 1990; Hughes, Ginnett, & Curphy, 1993; Yukl, 1989)....
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TL;DR: In this article, a meta-analysis of 37 studies of teams in natural contexts suggests that teams with densely configured networks outperform teams with less densely configured network structures in terms of team effectiveness.
Abstract: How do members’ and leaders’ social network structures help or hinder team effectiveness? A meta-analysis of 37 studies of teams in natural contexts suggests that teams with densely configured inte...
865 citations
TL;DR: In this paper, the authors present a model of CEO charismatic leadership in organizations and show how such leadership can, through levels of management and analysis, impact organizational performance, integrating issues relevant to the conceptualization of theoretical constructs and their relationships, measurement, and echelons.
Abstract: We present a model of CEO charismatic leadership in organizations and show how such leadership can, through levels of management and analysis, impact organizational performance. We integrate levels issues relevant to the conceptualization of theoretical constructs and their relationships, measurement, and echelons, and develop the concept of close versus distant leadership as a means of understanding the dynamics of CEO leadership. We also include a consideration of possible alternative levels of analysis at which the constructs in our model may be operating.
598 citations
Cites background from "Leadership: Enhancing the Lessons o..."
...Sam Walton, founding CEO of WalMart, began the tradition of Wal-Mart "greeters" by randomly practicing management by walking around and by unexpectedly arriving at stores to greet customers and meet "associates" or employees (Hughes et al., 1996)....
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...She offered women a career as a beauty consultant (not a "salesperson"), but at conventions stressed the coming together of these consultants as a cohesive team to accomplish organizational objectives (Hughes et al., 1996)....
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...His enthusiasm for the creative process was contagious and spread to the staff, inspiring commitment and cohesion among his followers (Hughes et al., 1996)....
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