Showing papers on "Transactional leadership published in 1985"

Leadership and performance beyond expectations

Abstract: The article reviews the book "Leadership and Performance Beyond Expectations," by Bernard M. Bass.

Leaders: Strategies for Taking Charge

Abstract: In this illuminating study of corporate America's most critical issue -- leadership -- world-renowned leadership guru Warren Bennis and his co-author Burt Nanus reveal the four key principles every manager should know: Attention Through Vision, Meaning Through Communication, Trust Through Positioning, and The Deployment of Self. In this age of "process," with downsizing and restructuring affecting many workplaces, companies have fallen trap to lack of communication and distrust, and vision and leadership are needed more than ever before. The wisdom and insight in "Leaders" addresses this need. It is an indispensable source of guidance all readers will appreciate, whether they're running a small department or in charge of an entire corporation.

Transforming Leadership: A Process of Collective Actio

Abstract: This paper is an in-depth analysis of transforming leadership - its definition and its basic features. In a study of a suburban school district, six elements were found to be important in the transformative process: a crisis, the school district's mission and vision, an ad hoc structure, a participative process, and a skillful change agent in the role of superintendent.

The Knowledge Executive: Leadership in an Information Society

Abstract: If you really want to be smarter, reading can be one of the lots ways to evoke and realize. Many people who like reading will have more knowledge and experiences. Reading can be a way to gain information from economics, politics, science, fiction, literature, religion, and many others. As one of the part of book categories, knowledge executive leadership in an information society always becomes the most wanted book. Many people are absolutely searching for this book. It means that many love to read this kind of book.

Temporal Aspects of Homes

Abstract: There are many ways of studying homes, each focusing on a different aspect, such as physical qualities, satisfaction, use patterns, and phenomenological experiences. Our thesis is that, central to any of these aspects of homes, and therefore integral to the distinction between house and home,are the temporal qualities of linear and cyclical time and their subordinate qualities of salience, scale, pace, and rhythm. The goal of this chapter is to propose a general framework that describes these key temporal qualities in the context of a broader transactional orientation. The chapter has four major sections: (1) a description of the transactional world view and of the home as a transactional unity; (2) a discussion of the proposed temporal framework bolstered by examples from a variety of societies; (3) two case studies that demonstrate the application of the framework; and (4) potential research and practical implications of the model.

Transformational vs transactional leadership: a study of new zealand company managers

Abstract: 38 randomly selected New Zealand company managers completed the revised version of the Multifactor Leadership Questionnaire of Bass. Two ratings were obtained, a rating of an ideal leader and a rating of the real immediate superior. For ratings of the real leader, the mean ratings on the transformational factors were more highly correlated than those on the transactional factors with perceived leader's effectiveness and job satisfaction. The discrepancy scores between the ratings of real and ideal leaders were negatively correlated with the measures of effectiveness and satisfaction. In addition, the ratings of ideal leader showed that managers in this study preferred working with leaders who are more transformational than transactional.

Leaders and Leadership: 1985 and Beyond.

Abstract: IT IS DIFFICULT to address a sub ject about which so much has been said but so little is really known. Bi ographers, historians, and social scientists of all stripes have discussed the concept of leadership for genera tions. Despite their efforts, the topic re mains hard to pin down. In many re spects, leadership is whatever people be lieve it to be. In his new book, Warren Bennis notes that there are more than 350 definitions of leadership recorded in the literature.1 Some years ago, I de scribed leadership as

A New Approach to Situational Leadership

Abstract: It has been shown that the Hersey and Blanchard situational leadership model suffers from fundamental flaws since it violates three logical principles — consistency, continuity and conformity. If the model is corrected to avoid this violation, allowing smooth progression of leader as parent (using LT/LR leadership style) to the leader as developer (using an HT/HR leadership style) the leader will maintain balanced emphasis on task and relationship as long as the ability and willingness of the group are developing symmetrically. The model performs all the functions of the original while avoiding its flaws.

Leadership Style: Differences between Expatriates and Locals

Abstract: Care should be taken by companies investing in any foreign country (particularly a country new to industry) to measure the preferred style of leadership of the workforce, and to get that style observed by the indigenous work groups and by those workers supplied by the expatriate manager; if this is not done, job satisfaction and commitment to the company is low. Also, it is necessary in order to keep the local population amenable to expansion. An Australian project in Papua New Guinea ran into trouble when local villagers refused exploration beyond the lease site.

A Futuristic Cognitive View of Leadership

Abstract: The concept of leadership is a major issue in Western society. In education, new directions to the study of leadership are apparent. This article proposes a re-conceptualization that focuses on the...

Building Highly Productive Work Teams through Positive Leadership

Abstract: The most central issue in improving productivity may just well be the most neglected: management capacity. Current management philosphies, under the label of “transactional leadership” style, can a...

Leadership Styles and Institutional Renewal.

Abstract: Leaders whose style makes them problem-solving heroes or mediators may deprive faculty of the pride and sense of control over the institution's destiny that are needed for its renewal.

The Leadership of Groups in Organizations

Abstract: : A theory of leadership that focuses specifically on task-performing groups in organizations in proposed. The theory takes a functional approach to leadership, exploring how leader fulfill functions that are required for group effectiveness. Implications are drawn for (a) assisting a group that is experiencing performance problems, (b) helping newly-created groups get off to a good start, (c) designing leadership training activities, (d) selecting group leaders, and (e) designing roles for group leaders.

Leadership vs. Managership

Abstract: Controversy does little to promote management's understanding of its role in supervising people. Those who are or would be managers need to be flexible and adaptable, and understand that though much is known about management and leadership, laws have not been developed; principles have exceptions, theories have gaps, and the hypotheses are probabilistic.

Paradoxical Interventions in the Context of Transactional Analytic Therapy

Abstract: This article examines the central assumptions and therapeutic techniques of paradoxical intervention. The author also offers an assessment of the paradoxical possibilities open to clinicians using ...

Leadership, Followership, and Dissent.

Abstract: : Leadership is the glue that holds the Corps together and is the key to the Corps' future. Leadership is an art and cannot be quantified. Leadership in the Corps has not changed, but some issues are surfacing that could have a negative affect on the quality of the Corps' future leadership. These issues are: The leadership and management debate; The importance of followership; and The tolerance and forum for dissent and speaking up within the Corps. In order for quality leadership to continue within the Corps, leadership must be the watchword, not management; the art of followership must be practiced and taught; and the Marine Corps as an institution must encourage and tolerate dissent.

A Transactional View of Teaching and Learning.

Abstract: It is becoming increasingly in vogue these days to believe that good teaching can be taught. The theory X view of students as basically unmotivated to learn has shifted somewhat to a theory Y position that they are in need of certain specific resources.1 Special needs pro grams on an elementary school level emphasize this posture, and the rumblings are being detected even in universities. Although college professors do not ordi narily take courses in education to learn how to teach, there is an increasing emphasis on developing their abilities, in part reflected by such phenomena as student evaluations. In general, the focus on improving skills in teaching has traditionally been on content revision, presentation of material, and communication.2 This arti cle takes a different approach: it suggests that we need to adopt a transactional model3 of the relationship between teacher and student and concern ourselves with how that