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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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Not all responses to breach are the same: the interconnection of social exchange and psychological contract processes in organizations
TL;DR: In this article, the authors examined psychological contract breach and violation as they occur within social exchange relationships to account for employee outcomes and found that contract breach partially mediated the effects of perceived organizational support (POS) and leader-member exchange (LMX) on intentions to quit.
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The paradox of postheroic leadership: An essay on gender, power, and transformational change
TL;DR: The authors argue that the concepts of gender, power, and sex neutral are rooted in a set of social interactions in which b doing gender, Qb doing power, Q and Q are linked.
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Social distance and charisma: Theoretical notes and an exploratory study.
TL;DR: The authors argue that while social distance is not a necessary condition for charismatic leadership, fundamental differences between distant charismatic leadership and close charismatic leadership are identified through a theoretical analysis of the two leadership situations and through an exploratory content analysis of interviews about close and distant charismatic leaders.
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Leadership and the fate of organizations.
TL;DR: The evidence showing that leaders do indeed affect the performance of organizations--for better or for worse--is summarized and the mechanisms through which they do so are described.
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Strategic leadership and executive innovation influence: an international multi-cluster comparative study
TL;DR: TMT tenure heterogeneity moderated the relationship of strategic leadership behaviors with executive innovation influence for both types of innovation, while social culture moderated that relationship only in the case of administrative innovation.
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.