Showing papers on "Leadership development published in 1977"

Leadership evaluation and training through behavioral simulations: method, results, and future directions

Abstract: Because of increasingly turbulent environment,1 responsiveness under time pressure, ability to handle emergencies under stress, and quick decision-making are becoming major components for leadership effectiveness [8]. Other acknowledged attributes, such as perseverance, communication skills, and positive interpersonal relations are positively related to leader effectiveness, but under conditions of environmental turbulence they assume critical importance [31. Unfortunately, a leader’s capability to perform effectively under stress is not usually identified until after he has been exposed to turbulent conditions in the field. As pointed out by Helme, Willemin, and Graf ton [3, p. 45], “prior exposure to a wide variety of demands in an unfamiliar setting provides reliable measures of behavior, which generalize beyond single specific situations, and therefore may be expected to generalize to other situations belonging to the same factorial domains. It follows that the practical application of the findings to leadership development of Army officers would be to arrange for such variety of demands in a novel setting to be incorporated into the ongoing training and experience program.”

Developing Leaders from Engineers

Abstract: The East Bay Municipal Utility District (EBMUD) program of leadership development is a practical, tested method used in developing engineering managers in a large water utility. We believe our organization performs effectively because of our attention to training to produce effective engineering managers. The principles and practices we employ can be applied to any water utility or to other technical organizations if there is dedicated effort on the part of the organization, its manager, and individuals.

The Social Structure of Decision Making.

Abstract: : This final report provides an overview of the contributions of the research conducted under this contract. Research areas include: (1) normative models of leadership style; (2) empirical validation of the model; (3) new methods for studying leadership; (4) descriptive models of leader behavior; (5) perceptual differences in leadership style; (6) organizational structure and leadership style; and (7) leadership development and training. Lists of technical reports and publications included. (Author)