Showing papers on "Transactional leadership published in 1976"

What is leadership

Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

The Ethics of Leadership

Abstract: Western world literature is replete with references to the normal qualities supposedly inherent in or at least inextricably associated with the profession of arms. From Thucydides and Plato to writings associated with Nuremberg and the My Lai and Lavelle affairs, emphasis has been placed on discerning the moral responsibilities of individuals within the constraints of bureaucratic disciplinary structures. Fixing responsibility in these circumstances is not simple because the relationship between human values and the military function is so intricate

Leadership Style of Principals and the Professional Zone of Acceptance of Teachers.

Abstract: The concern of this study was to investigate the relationship between the perceived leadership style of principals and the "zone of acceptance" of teachers in professional matters. The results suggest that principals who exhibit strong Initiating Structure tend to have teachers with a substantial Professional Zone of Acceptance irrespective of the Consideration dimension of leadership.

Diagnosing Educational Leadership Problems: A Situational Approach.

Abstract: the past few decades, practitioners and writers in the field of leadership and management have been in volved in a search for a \"best\" style of leadership which would be successful in most situations. Yet, the evidence from research clearly indicates that there is no single all-purpose leadership style. 1 Success ful leaders are those who can adapt their behavior to meet the demands of their own unique environment. This conclusion that leadership \"all depends on the situation\" is not very helpful to the practicing educational leader who may be personally interested in how he or she can find some practical value in theory. Unless one can help this leader deter-

Political Ethics: A View of the Leadership

Abstract: 40-year trend of continually increasing government responsibility for all phases of American life? Another example of a nation in transition is the century-long effort by the American people to identify and to reduce the conflicts of interest facing men in public service. Beginning shortly before the Civil War we as a people have been attempting to distinguish between matters of public interest and private interest, the essence of political ethics. This struggle, of course, is unending for a number of reasons, principally because

Leadership research: choosing gods and devils on the run*

Abstract: The accumulated research, while contributing substantially to our understanding of complex leadership processes, has not yet produced an integrated body of knowledge. Still plagued by definitional ambiguity, a proliferation of terms, and contradictory research findings, the mountain of evidence has left many unanswered questions. Traditional approaches to leadership have focused primarily on the relationship between the leader and the group. Studies of what managers actually do—as opposed to what they should, could, or say they do—suggest that the leader–system relationship may be a more fruitful focus. The nature of managerial work, as reflected by observed behaviour, can be a valuable guide for designing future leadership research and training.

Nursing leadership: Theory and process

Abstract: Well, someone can decide by themselves what they want to do and need to do but sometimes, that kind of person will need some nursing leadership theory and process references. People with open minded will always try to seek for the new things and information from many sources. On the contrary, people with closed mind will always think that they can do it by their principals. So, what kind of person are you?

Organizational Improvement: A Review of Models and an Attempted Synthesis

Abstract: Organization development and improvement models, like the people they intend to help, come in a bewildering array of sizes, shapes, types, and intentions. Many have been developed, but few seem to do the job for which they were intended. This paper and the conceptual model it offers help to identify the major varieties of models and methods and analyze the characteristics of some of the best understood and recognized among them. The author proposes that most models are only descriptive and fail to offer predictive and control aspects that are considered to be central to success. A predictive "synthesis" termed "Transactional Life-Cycle Theory" is offered: a combination of existing models, including selected aspects of Hersey and Blanchard's Life-Cycle Theory, some role behavior aspects of Transactional Analysis (but not the whole therapy model) and aspects of Greenwald's Direct Decision Therapy. Some additional consid erations of this model are presented, including one relating to sexism and sex-role ster...

Theories of Leadership: Where Do We Stand?.

Abstract: have events called more forcefully for effective leadership throughout the American republic in gen eral, and its vast educational enterprise in particular, than have those of the past decade. Political, social, economic, and philosophical upheaval across the nation is reflected in conflicts over school busing to achieve racial integration, moves to estab lish both rights and responsibilities of stu dents, struggles by teacher groups to establish themselves as forces in decision making, and broad-based urgings to return to traditional curricula. From 1968 to the present, leaders at all levels and in all types of institutions have been confronted by many and sometimes conflicting demands. Public education has provided a particularly active arena in which forces do battle. Faced with such circum stances, those in leadership roles adminis trators, curriculum directors, instructional supervisors, and selected teachers have sought to maintain those elusive qualities that allow one person to command, control, or influence others. As a guide to action, some educators have turned to theoretical explanations of leadership. They have found that beliefs regarding the phenomenon of leadership have been revised considerably since the turn of the century. Early studies of leadership focused upon characteristics of the indiGERALD R. FIRTH*

Leadership for the 1970s. A Matrix of Organizational Leadership Dimensions

Abstract: : This monograph represents a continuation of the series initiated as an outgrowth of the Leadership for the Seventies Study and the CONARC Leadership Board The Leadership Monograph Series is intended to keep Army leaders abreast of pertinent and recent findings and research in the fields of management and leadership The present monograph explores and develops the themes presented in the previous monograph and focuses primarily on the organizational aspect of leadership Nine essential dimensions of organizational leadership are identified in terms of both five hierarchial levels and identifiable behaviors The analyses of the nine dimensions in relation to levels results in a matrix of organizational leadership requirements which are necessary for effective organizational functioning

Leadership Effectiveness in Teacher Probation Committees

Abstract: Fiedler's Contingency Theory of Leadership Effectiveness postulates that task-group effectiveness is contingent upon the relationship between leadership style and favorableness of the situation. Using teacher probation committees within elementary schools, this study tested the predictions of the theory, namely, that a relationship-oriented leadership style would lead to task group effectiveness in a moderately favorable situation, while a task-oriented leadership style would lead to effectiveness in an unfavorable situation. If Fiedler's notion of leader position power is recast, then support is found for the theory.

Why do we need leadership

Abstract: The human desire to achieve good health and to avoid death is as old as man himself. Just a few years ago, a national survey was undertaken for the purpose of eliciting people's concerns about the quality of their lives. It revealed the interesting fact that they were more concerned about their ability to maintain personal health than they were about such other matters as employment, inflation or-—at that time—the Vietnam War. Indeed, our own history is replete with examples of man's struggles, even gullibility, regarding his zeal to remain healthy. Throughout recorded time, we have embraced a wide assortment of beliefs about the cause and effect of disease, injury and death. We have invoked gods, witchcraft and religion, demons, devils and patent medicines.

Interpersonal communication and transactional relationships: Clarification and application

Abstract: What model does one use to understand interpersonal communication and how does one apply such a model when teaching a course in interpersonal communication? The author presents and applies a self‐validation model and topology of transactional relationships to help select concepts, principles, and skills that are essential for the study of interpersonal communication.

Leadership Style and Organisational Change: a Case Study

Abstract: *Dr. Lynch, M.A., Ph.D., is a lecturer in Sociology, Moray House College of Education, Edinburgh, Scotland. †See Note on p. 32. HE introduction of the Social Work T (Scot) Act 1’968, as it applied to local authority social work services in Scot4and, called for the integration of the then existing separate social work agencies and their staff. The significance of the change loy in the recognised impact which the move