Showing papers on "Transactional leadership published in 1979"

Situational Leadership, Perception, and the Impact of Power.

Abstract: This article integrates the concept of power with situational leadership by relating the perception of a leader's power bases with various leader ship styles The sources of power are identified; situational leadership is reviewed; and a new instrument, the Power Perception Profile, is de scribed and discussed Maturity levels are defined, and their relation ships to power sources and leadership styles are discussed

Action-centred leadership

Abstract: John Adair’s Action Centred LeadershipTM (or ACL®) is one of the best known leadership models in the world. It has stood the test of time and has been taught to millions of people globally. The programme will provide you with a greater understanding of how leaders can impact team performance and you will be provided with opportunities to apply this theory in a practical setting at our Outdoor Leadership Centre.

Leadership Reexamined: A Behavioral Approach

Abstract: Leadership is examined from a behavioral perspective. Evidence is presented that shows that existing theory and research largely builds in normative preconceptions about leadership and provides no prediction and control of performance behavior. An alternative behavioral interpretation is offered. A behavioral model is presented that examines both the macro and micro contingencies affecting leader-subordinate behavior. An expanded functional analysis that includes both overt and covert contingencies is presented. Specific guidelines for a behavioral approach to the study and practice of leadership are provided.

The principal as instructional leader

Abstract: (1979). The principal as instructional leader. Theory Into Practice: Vol. 18, The Role of the Principal as Instructional Leader, pp. 33-38.

Which Leadership Style--From the Head or Heart?.

Abstract: Attempts to better understand the nature of leadership over the last two decades have fre quently stressed the importance of leadership style. According to theorists, the most appropriate style must demonstrate equal concern for people and production (Blake and Mouton), or initiate structure and consideration behavior as in the Ohio State studies. Fred Fiedler has demonstrated that goal complexity is an important style deter minant, as has Bill Reddin in his work analyzing the technology of the work itself. More recently, Hersey and Blanchard 1 have refined the situational model by suggesting that the maturity level of a group is the most important factor in selecting the appropriate leadership style for a given task. There is much similarity in these different ways of stressing the need for flexible leader be havior. They have all made a contribution to the rich lore in this field. Few would argue there is one best conceptualization, although some theo rists such as Rensis Likert have assembled con siderable evidence to demonstrate that t heir model is most efficacious (for example, System 4). However, attempting a comprehensive ex planation of leadership with broad application to the realities of the practicing school leader's role is troubling. Can or should leaders be taught ("trained") to change a basic style or recurring mode of behavior? They can be trained to be more sensitive to the alternatives they have among styles, but evidence is limited that a very strong,

Contingency Theories of Leadership: A Study

Abstract: In this paper a brief review of the major contingency leadership theories is made. A study testing Fiedler's contingency model of leadership effectiveness is also reported here. It is suggested that longitudinal study of the leadership process encompassing the leader, his subordinates, and the situation needs to be made; the exact nature of the contingency relationship also needs to be examined systematically.

Leadership and employee motivation

Abstract: While most people have a fair idea of what leadership is, there is some disagreement about the meaning of motivation. For many, motivation is the method used to get people to work. For others it represents higher salaries, fringe benefits and improved working conditions. Still others view it as a management exercise. By the end of this paper, I hope readers will have some different views of motivation and its implications for library supervisors. It is appropriate to begin with a discussion of leadership, since it is essential to an understanding of motivation. Peter Drucker said that leadership is that quality of examining work to ensure that effort is not placed where there are no results. According to this definition, leadership is the skill of establishing priorities and marshalling resources to achieve worthwhile goals. While some may disagree with this definition , few will argue that Drucker' s view is unreasonable. Supervisors have the difficult and primary task of determining what is important in their organization. Drucker advises them to forget about yesterday's services, to maintain today's breadwinners and, as managers, to emphasize and nurture tomorrow's objectives. Indeed, a fundamental rule of leadership is to delegate yesterday and undertake tomorrow. Those expensive experiences in management ego, in developing and maintaining services and collections long after analyses have revealed their failure, must be avoided. Leadership is the art of recognizing the mistake, even one's own, and correcting it before it bleeds the institution. The leader is also the person who must ask himself and the members of his administrative team to redefine regularly the purpose and role of 45 46 Supervision of Employees in Libraries their institution. The leader must clarify the institution's goals and objectives and remind his team of those ends. To be successful, the leader must ensure that the team knows both the goals and the strategy. This definition of leadership depicts the leader as a team player. Single all-powerful executives who make unilateral decisions affecting thousands of people are rarely heard of today. The task of management has become too complicated to permit such autonomy. This is especially true in library management, where the director's major role is to serve as an interface between governance, staff and clientele. Except in the smallest library, he rarely has the time or skill to direct all phases of the library's operation. The chief executive must delegate those responsibilities to others. …

On Leadership: A Conversation with James MacGregor Burns.

Abstract: Burns: Very directly. After all, I'm mainly a teacher myself, at a college that emphasizes teaching. My theory is based partly on the work of Maslow, 1 who said in brief that as fundamental needs are satisfied, higher needs develop. I'm interested in what happens when leaders in this case teachers deal with follow ers (students) in such a way as to help raise them through higher and higher stages of selfrealization.

Charles Cheng's Thoughts on Leadership in Education.

Abstract: Charles Cheng believed that the exercise of lead ership requires radical change. 1 He viewed contempo rary leadership as a culmination of the historical trend toward professional management expertise, which he considered elitist to the extent that it focused upon individual or small-group decision mak ing. Cheng challenged the legitimacy of the current orientation of leadership toward management objec tives, questioning the ability of a manager-leader to fully perceive and respond to the needs of constitu ents. Since a leader's constituents often represent di verse ethnic populations, he questioned the efficacy of current leadership training programs that empha size generalized preparation without specifically acknowledging that leadership will be exercised within a pluralistic society. Cheng also recognized the importance of viewing leadership as a situation-specific orchestration of the values, goals, and interests of particular cultural groups. He advocated conceptualizing leadership as a collective enterprise that demands a reciprocal rela tionship between leaders and those working with them. Cheng viewed pluralism as the undergirding of this collective venture, defining cultural literacy as a prerequisite for forming meaningful working coali-

A transactional model applied to therapy

Abstract: This paper develops the assumptions that underlie a transactional approach to psychotherapy by utilizing Bentley's ideas about the environed organism. It emphasizes that not only is interpersonal interaction significant therapeutically but the situational aspect of persons and behavior (living, working, neighborhood, and community circumstances) contribute to the process of client change and growth.

Alternate portraits of leaders: A contingency approach to perceptions of leadership

Abstract: This study investigated members’ perceptions of appropriate leadership as contingent upon group purpose, member sex and the interaction between purpose and sex. Comparisons among groups having task, social, and both task and social purposes revealed significant differences in the importance attributed by members to three factors of leadership: task guidance, interpersonal attractiveness, and team spirit. Group purpose explained the greatest amount of difference among perceptions of appropriate leadership in varying contexts. Data suggested that leader personalities may well exist — at least in the perceptions of members. Data were also supportive of a contingency conception of the leadership process.

Performance Based Leadership Development in Organizational Settings

Abstract: : DEVELOPMENT of a model of leadership that is performance-based and may be used at the precommissioned officer level is presented. The report has four sections. Section I is an introduction to leadership in the military with an emphasis on the present issues facing the newly commissioned lieutenant. Section II is a review of twelve contemporary theories of leadership. Section III present a model of leadership specific to the role of lieutenant. The model describes leadership in terms of the organizational maturity of both the lieutenant and his or her subordinates. Basic leadership skills necessary for the lieutenant are derived from the model and presented in Section IV. Behaviorally formatted exercises are given for each leadership skill.

Social Design of the Parental Ego State

Abstract: This article invites you to consider a new structural topography based on transactional elements and social governmental organization models.