Showing papers on "Transactional leadership published in 1980"
TL;DR: In this article, the capability of the follower for self-management is discussed, where individuals manage their own behaviors by setting personal standards, evaluating their performance in terms of these standards, and self-administering consequences based on their self-evaluations.
Abstract: Kerr [1976] has coined the term “substitutes for leaders hip” in reference to nonleader sources of task structure and direction. We focus on one such substitute, the capability of the follower for self-management Individuals manage their own behaviors by setting personal standards, evaluating their performance in terms of these standards, and by self-administering consequences based on their self-evaluations. Specific techniques such as self-observation, goal specification, cueing strategies, incentive modification, and rehearsal can be used to exercise self-management behavior. Organizational leaders can help subordinates develop self-management skills.
644 citations
01 Jan 1980
TL;DR: A lack of group success removes the major benefit provided by the leader, and thereby puts his or her position at risk (Jacobs, 1971) as mentioned in this paper, where the leader receives approval in the form of status, esteem, and the potential for greater influence.
Abstract: No conception of leadership is complete without attention to followers. Give and take on both sides are vital, for, as Homans (1961, p. 286) has said, “Influence over others is purchased at the price of allowing one’s self to be influenced by others.” The leader receives approval in the form of status, esteem, and the potential for greater influence. The followers in turn receive the benefits of the leader’s efforts, if successful, in the form of favorable group results. A lack of group success removes the major benefit provided by the leader, and thereby puts his or her position at risk (Jacobs, 1971).
120 citations
TL;DR: In this article, the effect of authoritarian versus democratic leadership styles on tour members's satisfaction with tour quality was investigated and a significant relationship was found between tour quality and leadership style at the initial and latter stages of the tour.
Abstract: The effect of authoritarian versus democratic leadership styles on tour members'satisfaction with tour quality was investigated. The final sample consisted of 24 high school teacher-leaders and 287 student-followers. It was found that at the initial stage of the tour the members under authoritarian leadership are the most satisfied, but that at the later stage the members under democratic leadership are the most satisfied. In addition, a significant relationship was found between satisfaction with tour quality and leadership style at the initial and latter stages of the tour. The implication of these results for a formulation of the group process with travelers is discussed.
49 citations
Book•
01 Jan 1980TL;DR: In this paper, it is described a method in which, when a map, drawing or chart is part of the material being photo- graphed, the photographer has followed a definite method in "sectioning" the material.
Abstract: 3. When a map, drawing or chart, etc., is part of the material being photo graphed the photographer has followed a definite method in “sectioning” the material. It is customary to begin filming at the upper left hand corner o f a large sheet and to continue from left to right in equal sections with small overlaps. If necessary, sectioning is continued again—beginning below the first row and continuing on until complete.
23 citations
TL;DR: In this paper, the authors argue that programs for leadership gifted should not be included in schools until educators can define leadership, denote its characteristics, and establish predictive criteria, such as predictive criteria.
Abstract: Programs for leadership gifted should not be included in schools until educators can define leadership, denote its characteristics, and establish predictive criteria.
12 citations
Journal Article•
6 citations
5 citations
Dissertation•
01 May 1980
TL;DR: The authors found that both teachers' and principals' perceptions of the organizational climate in the school changed during the course of the school year, and that the difference between teachers and principal's perceptions of climate and principal leadership behavior as measured by the openness score of the OCDQ and two dimension scores of the SBD were not statistically significant.
Abstract: The purposes of this study were to determine, based on the perceptions of teachers and principals, during the first year of operation in new elementary schools: (1) the extent of change in organizational climate, (2) the extent of change in principal leadership behavior, (3) the difference between teachers' and principals' perceptions of climate and principal leadership behavior, and (4) the relationship between the openness factor of climate and the principal leadership behavior factors of consideration and structure. The major findings of the study included: 1) Both teachers' and principals' perceptions of the organizational climate in the school changed during the course of the school year. 2) Both teachers' and principals' perceptions of principal leadership behavior changed during the course of the school year. 3) The differences in teachers' and principals' perceptions of climate and principal leadership behavior as measured by the openness score of the OCDQ and the two dimension scores of the SBD were not statistically significant. 4) For the scores for the total group of subjects, the calculated correlation coefficients for the relationship between openness and consideration were all positive.
5 citations
Journal Article•
4 citations
TL;DR: Day et al. as mentioned in this paper conducted a study at the University of Michigan under the direction of Lawrence Redlinger, and the original data are detailed in CSRO Working Paper #99, the Center for Research on Social Organization of the U. Michigan, Ann Arbor, May 1974.
Abstract: Phyllis J. Day is Assistant Professor of Social Welfare in the Department of Sociology and Anthropology at Purdue University, West Lafayette, Indiana. The study was conducted at the University of Michigan under the direction of Lawrence Redlinger, and the original data are detailed in CSRO Working Paper #99, the Center for Research on Social Organization of the University of Michigan, Ann Arbor, May 1974.
3 citations
TL;DR: Commitment is generated not merely by directives which are considered legitimate but also by those which are in line with the internalized needs of the subordinates as discussed by the authors, which is the way commitment is generated.
Abstract: Commitment is generated not merely by directives which are considered legitimate but also by those which are in line with the internalized needs of the subordinates. (Etzioni, 1961, p. 16)
TL;DR: The role of first-level managers has changed from being goal-directed, task-oriented supervisors to being person-oriented co-ordinators and consultants as discussed by the authors with the advent of industrial democratisation, worker participation, job re-design, autonomous subgroups and workers' councils.
Abstract: With the advent of industrial democratisation, worker participation, job re‐design, autonomous sub‐groups and workers' councils, it has become apparent to managers as well as researchers that the role of first‐level managers has changed from being goal‐directed, task‐oriented supervisors to being person‐oriented co‐ordinators and consultants. This change has created a call for a new style of leadership, a style of leadership in which supervisors rely less upon the authority of their positions and in which they provide more room for their subordinates to strive for a certain degree of self‐fulfillment.
Journal Article•
01 Oct 1980
TL;DR: In this paper, it was hypothesized that the manager (self) would choose compromise and tone down differences as relationoriented manager, and forcing and consulting others as task-related manager to resolve conflicts.
Abstract: It was hypothesized that the manager (self) would choose compromise and tone down differences as relation-oriented manager, and forcing and consulting others as task-related manager to resolve conf...
Journal Article•
TL;DR: In this paper, the authors report on an empirical study of the leadership style of the chief accountant and show how style can be systematically influenced by conditions and circumstances present in the environment of the finance function.
Abstract: The purpose of this paper is to report on an empirical study of the leadership style of the chief accountant. A contingency approach is adopted whereby a number of situational and structural variables are selected and related to leadership style. The results show how style can be systematically influenced by conditions and circumstances present in the environment of the finance function.
TL;DR: In this paper, the authors explore the significance of creativity in effective leadership behavior and find that creativity is important for effective leadership. But what is creativity, and what is its significance to effective leadership?
Abstract: What is creativity? What is its significance to effective leadership behavior? The author explores these questions on the following pages.