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Leadership in Organizations
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TLDR
This book presents a meta-leadership framework for a post-modern view of leadership that considers the role of language, identity, and self-consistency in the development of leaders.Abstract:
Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integrationread more
Citations
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Personality, attitude, and leader influences on divergent thinking and creativity in organizations
TL;DR: In this article, an interactionist, divergent-thinking based model of individual creativity in organizations is presented and tested, and some support is provided for a negative relationship between initiating structure and subordinates' divergent thinking attitude.
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Predictors of the emergence of transformational leadership in virtual decision teams
TL;DR: In this paper, the authors examined the etiology of transformational leadership in virtual team contexts and compared 127 members of virtual decision-making teams with 135 members of traditional face-to-face teams in terms of the relationship between aspects of personality and the emergence of Transformational Leadership.
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Transformational-transactional leadership styles and follower's regulatory focus: Fit reduces followers' turnover intentions
TL;DR: In this paper, the authors propose regulatory fit between leadership styles and followers' self-regulatory preferences may reduce followers' turnover intentions, and a survey study showed transformational leadership reduced turnover intentions for highly promotion-focused followers, whereas transactional leadership reduced the turnover intention for highly prevention-focus followers.
Posted Content
Matching Leadership Styles with Employment Modes: Strategic Human Resource Management Perspective
TL;DR: In this paper, the authors provide a typology of employment mode -leadership style fit that matches leadership styles with the requirements of different employee groups, and explore leadership style most consistent with the underlying objectives and psychological obligations underlying different groups of employees.
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We are all boundary spanners now
TL;DR: In this paper, the authors discuss the roles and competencies of boundary spanners in the context of collaboration, and examine the problematic nature of these roles, and consider the communalities between different types of boundary spanner.
References
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Generalized expectancies for internal versus external control of reinforcement.
TL;DR: In this paper, the effects of reward or reinforcement on preceding behavior depend in part on whether the person perceives the reward as contingent on his own behavior or independent of it, and individuals may also differ in generalized expectancies for internal versus external control of reinforcement.
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The Theory of Social and Economic Organization
TL;DR: A synthetic polyisoprene rubber latex produced by emulsifying a solution of polyisoperene rubber in an organic solvent with water and removing the solvent from the resulting oil-in-water emulsion is significantly improved with respect to mechanical stability, wet gel strength and dry film strength as mentioned in this paper.
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Mixing Qualitative and Quantitative Methods: Triangulation in Action @
TL;DR: There is a distinct tradition in the literature on social science research methods that advocates the use of multiple methods as mentioned in this paper, which is usually described as one of convergent methodology, multimethod/multitrait (Campbell and Fiske, 1959), convergent validation or, what has been called "triangulation".
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Motivation through the Design of Work: Test of a Theory.
TL;DR: In this paper, a model is proposed that specifies the conditions under which individuals will become internally motivated to perform effectively on their jobs, focusing on the interaction among three classes of variables: (a) the psychological states of employees that must be present for internally motivated work behavior to develop; (b) the characteristics of jobs that can create these psychological states; and (c) the attributes of individuals that determine how positively a person will respond to a complex and challenging job.