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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
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Agency Theory, Reasoning and Culture at Enron: In Search of a Solution
TL;DR: The authors identified conditions present at Enron's collapse: a strong agency culture with collectively noncompliant norms, a munificent rare-failure environment, and new hires with little business ethics training.
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Leadership – style, satisfaction and commitment: An exploration in the United Arab Emirates' construction sector
TL;DR: In this paper, the extent to which different leadership styles impact employee job satisfaction and organizational commitment in the United Arab Emirates (UAE) through a case analysis in the construction sector is examined.
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Leadership competences of sustainable construction project managers
Amin Akhavan Tabassi,Kamand M. Roufechaei,Mahyuddin Ramli,Abu Bakar,Radzi Ismail,A. Hamid Kadir Pakir +5 more
TL;DR: In this article, the authors extended leadership competencies and transformational leadership qualities of project managers as second-order reflective constructs and found that the intellectual competence plays the most significant role in sustainable building achievements.
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When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models
TL;DR: In this article, the authors examined how procedural fairness interacts with empowering leadership to promote employee OCB, and found that encouraging self-development strengthened the relationship between procedural fairness and OCB and this relationship was mediated by employees self-perceived status.
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Introduction: Why Does Change Fail, and What Can We Do About It?
TL;DR: In an era of change, change? Change? Why do we need change? Things are quite bad enough as they are. as mentioned in this paper, the 19th century British prime minister, to Queen Victoria.
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.