Showing papers on "Transactional leadership published in 1973"

Leadership and decision-making

Abstract: It has become a truism that leadership depends upon the situation, but few behavioral scientists have attempted to go beyond that statement to examine the specific ways in which leaders should and do vary their behavior with situational demands. Vroom and Yetton select a critical aspect of leadership style-the extent to which the leader encourages the participation of his subordinates in decision-making. They describe a normative model which shows the specific leadership style called for in different classes of situations. The model is expressed in terms of a decision tree and requires the leader to analyze the dimensions of the particular problem or decision with which he is confronted in order to determine how much and in what way to share his decision-making power with his subordinates. Other chapters discuss how leaders behave in different situations. They look at differences in leadership styles, and what situations induce people to display autocratic or participative behavior."

Games Scientists Play

Abstract: We scientists make the ethic of scientific objectivity a matter to which we frequently refer, reiterate our allegiance, and extoll to other professional groups as being especially desirable. In contrast, our social patterns of behavior are obscured rather than analyzed, even though we participate in such interactions continually on a professional level. When these social patterns interfere with scientific objectivity we often show surprise, or we may remark on such cases to one another, but we seldom attempt to assess them. A highly instructive means of analysis of social behavior patterns is the transactional analysis (Berne 1964, Harris 1969, James and Jongeward 1971), in which individual utterances or communications are taken to be the basic social transactions. These transactional units relate directly to underlying psychological attitudes of the individual towards himself and towards others (I'm OK, You're OK; I'm not OK, You're not OK; etc.). When repeating sequences of these social transactions can be fit into sets or regular arrays with predictable and nonconstructive outcomes, they can be called "games." I propose to examine the social interactions of scientists using the format of transactional analysis in the hope of encouraging a more candid look at ourselves as we really are-social creatures motivated by social forces which can sometimes override the basic ethic

Feeling Guilty for Not Being an Instructional Leader? Don't

Abstract: Asserting that instructional leadership has been the most widely accepted educational chimera of recent history, this writer debunks it as an impracticable idea. Improving learning should be the goal, he says.

Being a Leader

Abstract: A principal's alienation from his faculty is a serious con sequence of authoritarian behavior. The author suggests that transactional leadership gets the school's jobs done better.

Peer Assessment of Leadership Style and Its Relation to Productivity

Abstract: The problem with which this investigation is concerned is that of determining if peer appraisal of leadership style is related to productivity.