Showing papers on "Transactional leadership published in 1978"
TL;DR: In this article, the authors identify a number of such substitutes for leadership, presents scales of questionnaire items for their measurement, and reports some preliminary tests, concluding that these substitutes act as "substitutes for leadership" negating the hierarchical superior's ability to exert either positive or negative influence over subordinate attitudes and effectiveness.
1,669 citations
TL;DR: The Contingency Model as mentioned in this paper provides a conceptual framework which enables to explain the effects of such change-inducing conditions such as organizational turbulence, leadership experience, training, and job rotation.
Abstract: Publisher Summary This chapter describes the contingency model and the dynamics of the leadership process. The Contingency Model provides a conceptual framework which enables to explain the effects of such change-inducing conditions as organizational turbulence, leadership experience, training, and job rotation. The integrating concept in the dynamic interpretation of this theory is the leader's situational control and influence, which, as it changes, brings about a corresponding change in the leader's behavior and performance. The Contingency Model has a number of shortcomings that need to be remedied as new research data become available. Specifically, there is need of a conceptually cleaner definition and a better metric of the situational control dimension, and it is necessary to continue research on personality and behavioral correlates of LPC, and on the effect of this variable on interpersonal encounters outside the leadership context. In addition, it is important to seek concepts which integrate different leadership theories of proven worth. The interpretation of the situational control dimension as a correlate of uncertainty and anxiety is a promising development in this direction. Leadership, and the authority relationship of which it is a part, is a central and important phenomenon in our everyday life. It plays a powerful role in the governance of our institutions and our society, and it makes obvious the critical need for understanding, developing, and improving the leadership resources at our disposal.
384 citations
TL;DR: In this article, the influence of leadership structuring style and task ambiguity on group member satisfaction has been investigated, and it was found that participative leaders were more interesting and satisfying for group members than laissez-faire leaders.
Abstract: The problem posed in this study wasto determine the influence of leadership structuring style and task ambiguity on group member satisfaction. Group member satisfaction has been measured after manipulations of either leadership style or task ambiguity, but the relationship between the two variables has not been previously investigated. The relationship between leadership style .and group performance has been studied for some time. Studies by Lewin et al. (1939) and Lippitt and White provided striking evidence that the same individuals behave in markedly different ways under autocratic, democratic, and laissez-faire leadership styles. Baumgartel (1957) reported that groups with participative leaders were more active in decision-making and were more cohesive than groups with laissez-faire leaders. Similarly, Preston and Heintz (1949) and Graen et al. (1970, 1972) have concluded that structuring, participative leaders were more interesting and satisfying for group members. In the present study, the structuring leadership style was considered as, behavior which was considerate, described goals and steps toward goal attainment, clarified alternatives, stimulated self-direction, volunteered task information, and stressed equalitarian behavior among group members. Unstructuring leadership style involved problem presentation to the group followed by nonparticipation in group activities, unless information or contributions were specifically requested. Another aspect of this study involved consideration of the ambiguity of group tasks. Fiedler (1967) defined a task as ambiguous, to the extent that the goal was clear, there was a single path to the goal, there was only one correct solution or decision, and the decision was easily
36 citations
TL;DR: A rhetorical framework based on Burkean theory is used to analyze the relative success of leadership contenders in small groups in obtaining cooperation of the other members and resolving the struggle for leadership.
Abstract: A rhetorical framework based on Burkean theory is used to analyze the relative success of leadership contenders in small groups in obtaining cooperation of the other members and resolving the struggle for leadership. The study adds to a gradually accumulating body of qualitative group research. A series of five steps delineates critical responsibilities for this analysis. To illustrate and support the conceptual schema, it has been applied to recorded discourse generated in two small, zero‐history, leaderless task groups. The analyses reveal the importance of transcending symbolic divisions in leadership emergence.
25 citations
TL;DR: In this article, the authors developed and tested the argument that leadership behavior in organizations can best be understood within a contingency technology-environment model and found that one of the most influential intervening factors between organizational performance and leadership behavior is either the technology that the organization utilizes or the environment with which the organization interacts.
Abstract: This article develops and tests the argument that leadership behavior in organizations can best be understood within a contingency technology-environment model. The major premise of this model is that one of the most influential intervening factors between organizational performance and leadership behavior is either the technology that the organization utilizes or the environment with which the organization interacts. Building upon this premise and the work of Kuhn (1970), four hypotheses are tested concerning the relationship between the effectiveness of natural science and social science departments in American universities using factor analysis. The data supports the conclusion that differential leadership styles are predictable in different scientific fields.
24 citations
TL;DR: The Transactional Behavior Questionnaire (TQQ) as discussed by the authors is an extension of the TQA and has been used to assess the transactional behavior of individuals.
Abstract: (1978). The Transactional Behavior Questionnaire. Transactional Analysis Journal: Vol. 8, No. 1, pp. 52-55.
19 citations
Journal Article•
8 citations
TL;DR: An alternative, transactional model is proposed, positing that the effects of the environment to which the elderly person is subject are the product of the people and settings comprising that environment and the manner in which the individual acts upon and is acted upon by these people and sets.
Abstract: It is argued that ego analytic, disengagement, and symbolic interaction theories of personality share an insufficient consideration of the dynamics of the interaction between developmental and social forces transpiring during the aging period. An alternative, transactional model is proposed, positing that the effects of the environment to which the elderly person is subject are the product of: (1) the people and settings comprising that environment and (2) the manner in which the individual acts upon and is acted upon by these people and settings. The model highlights the need for research in which present behavioral and environmental events assume as much importance as past ones.
7 citations
TL;DR: A complementary analysis is proposed as being more complete by virtue of integrating a variety of societal and individual perspectives, builds on transactional epistemology and a multi-level model of service delivery, also bringing to bear developmental and social evolutionary theory.
Abstract: While agreeing in part with Nassi's (1978) radical position on the failure of community control to be meaningfully implemented by the mental health establishment, a complementary analysis is proposed as being more complete by virtue of integrating a variety of societal and individual perspectives. This analysis builds on transactional epistemology and a multi-level model of service delivery, also bringing to bear developmental and social evolutionary theory. A new service delivery role, the human development liaison specialist, is advanced as consistent with these notions.
6 citations
Book•
01 Jan 1978
TL;DR: In this paper, it is suggested that these assumptions should be central questions, the answers to which involve environmental and organizational variables, and the potential is illustrated by examples of environmental and structural factors which influence leadership.
Abstract: : Two assumptions common in leadership research are questioned. The first is that leadership always matters; the second that a leader's style should be the critical variable in leadership research. It is suggested that these assumptions should be central questions, the answers to which involve environmental and organizational variables. The potential is asking different questions is illustrated by examples of environmental and structural factors which influence leadership. Because these factors are in part determined by organizational design issues, leadership can be viewed as a design problem. Consideration also is given to how leaders might reduce the demands for personal leadership of subordinates by restructuring their work groups. Structural interventions in task, reward, feedback, and power distributions can serve as substitute for leadership, and leaders can be viewed as designers. The paper concludes that leadership is not the sterile conceptual area that some authors have suggested. Going beyond leader-subordinate frameworks, considering both macro and micro approaches, and asking different questions are promising ways to tackle the elusive leadership concept.
TL;DR: A focus on the inter-personal effects of the perceptions of project team members and the people in the surrounding environment where the implementation or experimentation is taking place in educational R&D programs is suggested.
Abstract: Evaluation in educational R&D programs seems to wear many hats. There is the goal-free approach of Scriven (1974), responsive evaluation of Stake (1967) and Evers (1975), standard goal-based evaluation techniques (summarized by Stufflebeam, et al., 1971), etc. All of these evaluation techniques or models have one attribute in common. They all focus on the object of the innovation, whether it be change in process of learning by the student, or attaining of mastery of new objectives, or affective movement, etc. What seems to be missing from these approaches to evaluation of programs, and what transactional evaluation seems to provide an answer to--is a focus on the inter-personal effects of the perceptions of project team members and the people in the surrounding environment where the implementation or experimentation is taking place (see for example, Seidel, et al., 1974; Hunter, et al., 1975).
01 Feb 1978
TL;DR: In this paper, the transactional approach to leadership is discussed as a social exchange relationship and the dynamics of leader-follower relations are applied as the general term for the process of two way influence between the leader and followers.
Abstract: : The transactional approach to leadership is discussed as a social exchange relationship. Leadership dynamics is applied as the general term for the process of two way influence between the leader and followers. Results are presented from several experiments on the effects on follower responsiveness of the leader's legitimacy, in appointment or election. Implications are drawn as well for the effects of sex composition and task set on leader-follower relations. (Author)
01 May 1978
TL;DR: In this article, the authors present the case for the study of leadership an attribution process and report on the results of two studies in which information processing models were developed of the attribution process in which individuals engage while rating peers on several sociometric measures of leadership.
Abstract: : Historically, leadership research has followed a cycle of extending, reworking, discarding and developing new ideas as the inadequacies and limitations of existing theories were realized. Calder (1977), Pfeffer (1977), and Mitchell, Larson and Green (1975) have all argued for the need to study leadership as a process of attribution. This paper presents the case for the study of leadership an attribution process; reports on the results of two studies in which information processing models were developed of the attribution process in which individuals engage while rating peers on several sociometric measures of leadership; and proposes a paradigm for the study of the leadership attribution processes within actual organizational settings. (Author)
TL;DR: In this article, a case study dealing mainly with the effects of two divergent leadership styles on the productivity of a planning organization is presented, showing that there was a trade-off between such highly revered social values as leadership and the extent of participation by staff, board members, and local agency administrators.
Abstract: This paper presents the findings of a case study dealing mainly with the effects of two divergent leadership styles on the productivity of a planning organization Changes in various kinds of participation in the agency's activities--an important side effect--are also linked to the two leadership patterns The agency studied, a private health and welfare council in a medium-sized American city, varied considerably in its output of planning activities and decision making depending on whether it had a participative or a directive leader The results indicated that there was a trade-off between such highly revered social values as leadership and the extent of participation by staff, board members, and local agency administrators Implications focus on ways to achieve diversity in communication style among managers and the role of productivity measures in determining the overall effectiveness of planning agencies
TL;DR: The Leadership Style Inventory (LSI) as discussed by the authors was developed to measure the four primary leadership styles of &dquo; tell,&dqo; sell,&dq; consult and join, described by Tannenbaum and Schmidt (1973).
Abstract: While instruments already exist that allow students and managers to assess their leadership characteristics, many of these are extremely complex to score and/or interpret. Still others leave participants feeling that their responses are forced and unrealistic. In most cases, then, the instructor is faced with questions of validity from unhappy respondents. The ideal instrument, from a training point of view, would have a high degree of face validity, could be scored relatively easily, and would provide insights for the respondent about his/her actual leadership behavior. To this end, the Leadership Style Inventory (LSI) was developed which measures the four primary leadership styles of &dquo;Tell,&dquo; &dquo;Sell,&dquo; &dquo;Consult,&dquo; and &dquo;Join&dquo; described by Tannenbaum and Schmidt (1973).* *
Journal Article•
01 Jan 1978
TL;DR: Transactional evaluation (TE) as mentioned in this paper draws on the perceptions of the project participants as indices of clarity of goals and project status during the formative stages of a project, making explicit the relationships, roles, problems, and possible solutions as perceived by developers and potential users of products.
Abstract: As noted in the previous chapters, the learning strategies projects currently supported by the Defense Advanced Research Projects Agency (DARPA) are in their formative stages. The theme of this chapter is the application of an evaluation model that focuses on the perceptions of a program's participants (transactional evaluation) to formative evaluation of the DARPA research program. First, we give an overview of models of evaluation extant in education and training. We distinguish among these approaches as they apply to the formative or developmental process of a project and as they are appropriate to summative or final evaluation of completed projects or programs. In the second section, we introduce transactional evaluation (TE) as a means for dealing with a significant, though neglected, area which should be taken into account during a formative evaluation. Transactional evaluation draws on the perceptions of the project participants as indices of clarity of goals and project status during the formative stages of the project. Its importance comes from its emphasis on making explicit the relationships, roles, problems, and possible solutions as perceived by developers and potential users of a project's products. Last, we discuss the specific application of transactional evaluation to the DARPA Learning Strategies Research Program.
TL;DR: In this article, the authors present a system framework for the transactional analyst who contracts to intervene in organizations, which permits active intervention at three levels of the organization in e.g., the board, the manager, and the board.
Abstract: The author presents a systems framework for the transactional analyst who contracts to intervene in organizations. The framework permits active intervention at three levels of the organization in e...