Showing papers on "Transactional leadership published in 1984"

Contemporary Issues in Leadership

Abstract: Leadership In Perspective Moral Leadership: An Overview (Al Gini) The Leadership Mystique (Manfred F.R. Kets de Vries) Lessons from the Field: An Essay on the Crisis of Leadership in Contemporary Organizations (James Kranz) A New Vision of Leadership (Marshall Sashkin and William E. Rosenbach) Followership: The Underappreciated Dimension Learn the Art of Followership (Ira Chaleff) Followership (Max De Pree) In Praise of Followers (Robert E. Kelley) Followers as Partners: Taking the Initiative for Action (Thane S. Pittman, William E. Rosenbach, and Earl H. Potter III) Leadership And Competitive Advantage Beyond Cynicism: Building a Culture Which Supports Both Ethical Business Practice and High Performance (Craig Dreilinger) Leadership and Culture Building in Schools (Marshall Sashkin and Molly Goltman Sashkin) Women as Leaders (Kay E. Payne, Harold E. Fuqua Jr., and Joseph P. Canegami) Where Are Our Future Leaders? (Manning Marable) Wanted: Company Change Agents (Stratford Sherman) Leading Learning Organizations (Peter Senge) The Work of Leadership (Ronald A. Heifetz and Donald L. Laurie) On Becoming Better Leaders What Leaders Really Do (John P. Kotter) A View About Vision (Neal Thornberry) Ten Lessons for Leaders and Leadership Developers (Barry Z. Posner and James M. Kouzes) The Rush to Leadership Training (Louis S. Csoka) How Women Can Find Mentors in a World With Few Role Models (Hal Lancaster) The Antileadership Vaccine (John W. Gardner).

Politics as leadership

Abstract: Robert C. Tucker begins this invaluable book with an analytical look at politics, leadership, and the effect each has on the other. Aligning himself with Plato's view of politics as leadership, Tucker argues that politics is more usefully defined from this perspective than from the more familiar stance of the exercise of power. He maintains leaders must define collective problems, prescribe actions or policies, and finally seek support for their diagnoses and policy prescriptions. Tucker contends that political science must take account not only of leadership by those in state authority, but also of sociopolitical movements for change as vehicles of attempted leadership of political communities. Dividing such movements into those for reform and those for revolution, he illustrates this distinction with examples, including Martin Luther King Jr. as a reform leader and Lenin as a revolutionary one. Finally, Tucker raises a central question of his study: how can leadership save humankind from itself in the troubled world of today? In an insightful and moving discussion of what he calls the "crisis syndrome," Tucker analyzes problems such as population growth, resource depletion, and environmental degradation with respect to leadership. He argues that the current political process has focused on the immediate present while ignoring crises with far-reaching implications that require tough solutions. In the epilogue to this revised edition, Tucker draws on his expertise as a Russian specialist, extending the book's discussion of leadership by viewing Mikhail Gorbachev as a reform leader in Soviet Russia and Boris Yeltsin as a post-Soviet Russian leader. Tucker also readdresses the "crisis syndrome" by examining leaders' responses in the 1980s and early 1990s. Tucker's incisive reasoning, original insights, and commentary on the theory and practice of politics should make this revised edition of Politics as Leadership equally valuable and fascinating for experts in the field of political science and for concerned citizens.

Role Differentiation In Groups: The Relationship Between Instrumental and Expressive Leadership

Abstract: Empirical tests of leadership role differentiation theory have been limited to experimental groups This article examines the degree of differentiation between mstrumental and expressive leadership ...

Leadership in the British Civil Service

Abstract: This article is essentially a polemic. The argument is that when politicians and officials now talk of 'leadership' in the British civil service they do not use that word in the way in which it was previously used. In the past leading civil servants, acting in partnership with ministers and within constitutional constraints, exercised leadership in the sense of setting example, inspiring confidence and encouraging loyalty. The loosening of traditional constitutional patterns, the marginalization of senior officials in the policy process and the emergence of business methods as the preferred model for public administration have led to a political and administrative environment in which leadership in the British civil service is now about encouraging patterns of behaviour which fit in with these changes. Leadership skills are now about 'delivery'; they are not about motivation. It is time for politicians, officials and scholars to be open about this.

Leadership in Sport: The Situational Leadership Theory

Abstract: (1984). Leadership in Sport: The Situational Leadership Theory. Journal of Physical Education, Recreation & Dance: Vol. 55, No. 1, pp. 15-16.

The Role of Relevant Experience and Intellectual Ability in Determining the Performance of Military Leaders: A Contingency Model Explanation

Abstract: : A field study involving 79 army combat officers in middle echelon leadership positions was conducted to evaluate the role of relevant experience and intellectual ability in predicting leadership performance. Biographical and organizational data were the primary measures used to ascertain the relevance of leader experience. This represents a departure from previously used methodology which considered only the leaders' organizational tenure in determining experience levels. Results shed light on the components of Fiedler's Contingency Model of Leadership Effectiveness supporting the hypothesis that task- and relationship-motivated leaders make effective use of their experience only in situations which match their leadership personality. The study also suggests a plausible relationship between the leader's cognitive resources and leader behaviors.

The effect of perceived planning and propriety on the effectiveness of leadership accounts

Abstract: Subjects were given the written description of an erroneous decision made by a library director, followed by a number of accounts the leader might have given, and were asked to rate the accounts on acceptability and leadership. Results showed that the subject's perception of the decision's propriety and planning affected both the ratings of acceptability and leadership. The data were discussed in terms of methodological problems and future research directions.

The "High-High" Leader Rides Again!:

Abstract: This study extends earlier attribution research on leadership regard ing the "high-high" effective leader stereotype. Stories depicting man agers using either high-high or low-low leadership styles were rated by 859 business students. For both styles, when group performance was high, managers were seen as engaging in more initiating structure and consideration behavior than when performance was low. The high-high style was also evaluated more favorably than the low-low style, independent of the effect of performance. Combined with results from previous research, these results demonstrate that a view of the effective leader as high-high in behavior is a strongly-held implicit theory of leadership and not a myth as far as observers are concerned. Such a view can be used by leaders to their advantage.

Teaching Transactional Analysts to Think Theoretically

Abstract: The authors discuss the importance of training clinicians to think critically and creatively about psychotherapy theory and its clinical applications. They offer their “Content Outline for TA Training and Supervision” as a guideline for evaluating and giving balanced attention to the theoretical, technical, ethical/professional, and personal functioning of therapists. General goals and specific strategies employed to facilitate trainees' learning to interrelate theory and clinical skills in practice are presented. Though focused on the training of transactional analysts, the authors suggest that the material, with some revisions in content, can be applied to teaching other psychotherapy methods as well.

The Role of Political Leadership in Economic Development

Abstract: It is often said that strong political leadership is necessary for economic development. One look at the Third World suggests that strong political leadership may be good or bad for economic development. Almost everything depends on what sort of political leadership and what sort of economic development. This article seeks to clarify the issues by looking more closely at these two concepts. It distinguishes three functions of leadership—authority, inspiration and management. It then examines the relevance of political leadership in these three roles to the ends (objectives) and means (strategies) of economic development. It concludes that much depends on the circumstances of different countries, and that this applies not only to the desirability but also to the limitations of strong political leadership. In particular, except in the early years of mass mobilisation and fervour following a revolution, leadership which takes the form of central planning and detailed bureaucratic regulation of the e...

Leaders and Battles: The Art of Military Leadership

Abstract: In a time when leadership is confused with management, WJ Wood reminds us that the true determinant of military leadership is on the battlefield --Harry Summers, author of On Strategy

Openness-to-experience and mental health.

Abstract: The relationship of openness-to-experience and mental health was investigated for 30 college women using Strupp and Hadley's 1977 tripartite model of mental health plus Holmes and Rahe's measure of recent stress. The set of mental health measures were employed in multiple regression analyses to predict self-report, behavioral, perceptual, and transactional measures of openness. Only the transactional measure of openness, defined as the ability to increase openness in a facultative situation, was significantly predicted by mental health.

Leaderstyle and community involvement

Abstract: Mental health executives are faced with implementing policy mandates that require the participation of a variety of constituency representatives in a community mental health system. This study examines the extent of community involvement in community mental health centers and utilization of a transactional leadership orientation as the foundation for compliance with community involvement demands.