Showing papers on "Transactional leadership published in 1969"
TL;DR: An overview is provided of several lines of development in the study of leadership up to, and within, the contemporary scene, including consideration of leadership as a process involving an influence relationship, the leader as one among other participants in this relationship; the transaction occurring between leaders and followers; the differential tasks or functions associated with being a leader.
Abstract: : An overview is provided of several lines of development in the study of leadership up to, and within, the contemporary scene. These include consideration of: leadership as a process involving an influence relationship; the leader as one among other participants in this relationship; the transaction occurring between leaders and followers; the differential tasks or functions associated with being a leader; and the nature of leader effectiveness. Several implications are derived for future research, including the need to: attend to leadership as a property of the system of a group; recognize the two-way influence characterizing leader-follower relations; distinguish better between the maintenance of leadership and its emergence, particularly those factors legitimizing the leader's position through processes of succession; focus greater attention on leader effectiveness in terms of the followers' expectations and perceptions of him, especially as they reveal the psychological basis for identification. (Author)
385 citations
TL;DR: This paper examined the relationship between perceived "ideal" leadership style and need orientations of teachers, and found that teachers with different need orientation responded similarly in describing ideal behavior of principals.
Abstract: Although a number of studies have approached the leadership problem from an organizational context, little attention has been given to the orientation of organizational members. Basically, researchers have tended to focus upon the leader and his behavior, often to the virtual exclusion of organizational members, their behavior, and their orientation relative to the leader. In this paper some of the pertinent research relative to conceptual structures of leadership behavior is examined, and a number of general hypotheses which relate need orientations of teachers to leadership style preferences are tested. The study is reported in two parts. The first part examines the relationship between perceived "ideal" leadership style and need orientations of teachers. It was found that teachers with different need orientations responded similarly in describing ideal behavior of principals. This led to a reevaluation of the conceptual framework and a reformulation of the general hypotheses. The "new" hypotheses suggested that although teachers with different need orientations agreed on descriptions of ideal principal behavior, differences in preferences would occur in terms of "quality" of style. (Quality, as suggested later in the paper, refers to an optimizing leadership style as opposed to a controlling leadership style.) Teachers, regardless of need orientations, expressed similar
34 citations
TL;DR: The Contingency Theory of Leadership Effectiveness recently advanced by Fiedler (1964) suggests a theoretical explanation for both the confusion which now exists in the literature and the practical insights of many managers.
Abstract: Fiedler's contingency model suggests that task-oriented leaders are more effective where the leadership situation is either very favorable or very unfavorable and that relations-oriented leaders are more effective in situations of intermediate favorability. This model was tested among supervisors in both interacting and coacting groups in two organizations Results in the hypothesized direction were attained although they were not generally significant. One of the most perplexing problems confronting managers has been to determine the leadership style most conducive to promoting effective work groups. Empirical studies directed toward finding that style which is most effective have yielded inconclusive and often contradictory results (Blake & Mouton, 1964; Fiedler, 1958; Lewin, Lippitt & White, 1939; Likert, 1961; Shaw, 1955). Although some theoreticians have been perplexed by the difficulty in identifying the one best leadership style, many practical supervisors have viewed the leadership literature with amusement as they have long recognized that both the directive, authoritarian, task-oriented leader and his counterpart, the democratic, human relations leader have proved effective in countless situations. The Contingency Theory of Leadership Effectiveness recently advanced by Fiedler (1964) suggests a theoretical explanation for both the confusion which now exists in the literature and the practical insights of many managers. This theory suggests that leadership is an influence process where the ease or difficulty of exerting influence is a function of the favorableness of the group task situation for the leader. Although it has been recognized that the favorableness of each group task situation may depend on different variables, the three most commonly acknowledged determinants stated in their order of importance are leader-member relations, task structure, and position power. Once these variables have been measured, they can be ordered into
28 citations
TL;DR: The most appropriate metaphor to characterize adaptive leadership is an "agricultural" model as discussed by the authors, which describes the complex and dynamic interaction of individuals, roles, groups, organizational and cultural systems.
Abstract: Accepted theory and conventional wisdom concerning leadership have a lot in common. Both seem to be saying that the success of a leader depends on the leader, the led, and the unique situation. This formulation—abstract and majestically useless—is the best that can be gleaned from over 100 years of research on "leadership". There are many issues involved in the distribution of power: psychological, practical, and moral. One of the most challenging tasks for the new leadership is creating an environment that would increase tolerance for ambiguity. It will also be challenging to create an environment where one can make a virtue out of contingency, rather than one that induces hesitancy and its reckless counterpart, expedience. The "social territory" encompasses the complex and dynamic interaction of individuals, roles, groups, organizational and cultural systems. Organizations are legal, political, technical, and economic systems. The author here focuses on the social system. The most appropriate metaphor to characterize adaptive leadership is an "agricultural" model.
23 citations
IBM1
22 citations
12 citations
TL;DR: In this paper, the authors show that some leadership styles are associated with increased productivity and worker satisfaction, although their authors generally qualify their findings by stating that t... and that t...
Abstract: Numerous studies have shown that some leadership styles are associated with increased productivity and worker satisfaction. Although their authors generally qualify their findings by stating that t...
10 citations
TL;DR: In this paper, a study of a school system was undertaken to replicate, partially, Coleman's research and critically evaluate the subcultural model he used, finding that, contrary to Coleman, students selected instrumental characteristics for both instrumental and integrative roles.
Abstract: A study of a school system was undertaken to replicate, partially, Coleman's research and critically evaluate the subcultural model he used. Using Parsons' distinction between instrumental and integrative roles, students chose desired characteristics of leaders for each type of school role. The characteristics were divided into instrumental and integrative; the hypothesis being that each type of characteristic would be selected for the appropriate type of role. Findings indicate that, contrary to Coleman, students selected instrumental characteristics for both instrumental and integrative roles. These findings raise doubts about the utility of the subcultural model for understanding adolescent roles and social organization.
6 citations
3 citations
01 Aug 1969
TL;DR: In this paper, the requirements for leadership of complex organizations, present and future, are described, and the implications for developing leaders who will have the necessary capabilities are discussed, since the performances required of military organizations are becoming more adaptive, the distinctive quality of future leadership will lie in ability to develop and guide responsive systems of decision and action.
Abstract: : The requirements for leadership of complex organizations, present and future, are described. The changing performance demanded of military organizations, and the implications for developing leaders who will have the necessary capabilities are discussed. Since the performances required of military organizations are becoming more adaptive, the distinctive quality of future leadership will lie in ability to develop and guide responsive systems of decision and action. Developing of future leaders will require recognizing the organizational role of leadership and designing training programs specifically attuned to that role.
TL;DR: In this article, the transactional style of leadership is proposed as a method of operation for the coordinator of pupil personnel services, and Getzels and Guba's view of social behavior is used as the theoretical framework for the discussion.
Abstract: The transactional style of leadership is proposed as a method of operation for the coordinator of pupil personnel services, and Getzels and Guba's view of social behavior is used as the theoretical framework for the discussion. Two important factors affecting the coordinator's role are reviewed: the bureaucratic structure of the educational system and the roles of various pupil personnel specialists. Use of superordinate goals is suggested as being congruent with the transactional style of leadership.
31 Dec 1969
TL;DR: In this paper, the authors propose that if you have the desire and willpower, no matter who you are and where you work, you can become an effective leader through a never ending process of self-study, education, training, and experience.
Abstract: Since the last five decades, the behaviourist have scientifically analyzed the implementation of leadership within organizations, and found that leadership is a complicated process that can be described in various theories and models. However, there are a lot of contradictive and over-lapped hypotheses and types of leadership. Hence, it’s difficult to define the ideal leadership. The difficulty is due to the misunderstanding of leadership concept, started from the idea that leadership is something that you own or gain-the same as a certain position in the structure of organization. However, if you have the desire and willpower, no matter who you are and where you work, you can become an effective leader through a never ending process of self-study, education, training, and experience. To inspire your workers into higher levels of teamwork, for example, there are certain things you must learn, understand, and do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are not resting on their laurels. Keywords: transformasi kepemimpinan, birokrasi.
01 Mar 1969
TL;DR: In this article, a transactional model is proposed for violence, persons, and communication in the context of the philosophy forum, where the authors present a counter-theoretic model.
Abstract: (1969). Countertheses: Violence, persons, communication: A transactional model. The Philosophy Forum: Vol. 7, No. 3, pp. 47-56.
TL;DR: Le conflit des roles, quoique frequent, offre un caractere plutot excep tionnel en ce qui concerne le Pape as discussed by the authors, is a type of conflict between principal and secondaire roles.
Abstract: Le conflit des roles, quoique frequent, offre un caractere plutot excep tionnel en ce qui concerne le Pape. Dans son cas, il ne s'agit pas du conflit type entre role principal et secondaire, mais du conflit possible entre ses deux principaux roles. Toute action accomplie par lui peut etre interpretee par l'observateur comme allant dans le sens ou a l'encontre du role particulier que, lui observateur, choisit de declarer comme etant le plus important en ce moment. En tant que leader spirituel, on attend du pape qu'il soit un guide et que vis-a-vis du monde il se prononce et lui montre la voie de la Verite. En tant que leader d'une organsation massive, d'une bureaucratie, il doit proteger et conserver sa continuite. Les deux roles entrent aisement en conflit. Dans le cas du controle des naissances, il se trouve devant la necessite d'amener le peuple a affronter un probleme et a envisager la possibilite d'un changement necessaire. Mais, en meme temps, il est tenu par la crainte que l'Eglise en tant qu'instit...