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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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The future of distributed leadership
TL;DR: In this paper, the authors assess the empirical utility and conceptual significance of distributed leadership and argue that distributed leadership is largely unremarkable, especially in light of the continuity between current writings and those of early generation scholars.
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The use of supervisory practices as leverage to improve safety behavior: A cross-level intervention model ☆
Dov Zohar,Gil Luria +1 more
TL;DR: Three intervention studies designed to modify supervisory monitoring and rewarding of subordinates' safety performance suggest the inclusion of workers' safety behavior as in-role supervisory responsibility.
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Leadership self‐efficacy and managers' motivation for leading change
Laura L. Paglis,Stephen G. Green +1 more
TL;DR: In this article, the authors developed and tested a leadership model that focuses on managers' motivation for attempting the leadership of change, and a measure comprising three dimensions (direction-setting, gaining followers' commitment, and overcoming obstacles to change) is developed.
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Understanding work using the occupational information network (o*net): implications for practice and research
Norman G. Peterson,Michael D. Mumford,Walter C. Borman,P. Richard Jeanneret,Edwin A. Fleishman,Kerry Y. Levin,Michael A. Campion,Melinda S. Mayfield,Frederick P. Morgeson,Kenneth Pearlman,Marilyn K. Gowing,Anita R. Lancaster,Marilyn B. Silver,Donna M. Dye +13 more
TL;DR: The Occupational Information Network (O*NET) as discussed by the authors is a taxonomic approach to occupational descriptors, which is used to describe jobs and their characteristics. But the O*NET does not provide a taxonomy of occupational attributes.
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Leadership efficacy: Review and future directions
TL;DR: The concept of leader efficacy has received relatively little attention in the leadership literature as mentioned in this paper, which is somewhat surprising given that effective leadership requires high levels of agency (i.e., deliberately or intentionally exerting positive influence) and confidence.
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.