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Showing papers on "Transactional leadership published in 1986"


Book
01 Jan 1986
TL;DR: The idea of leadership and the Methodology of Leadership Research are discussed in this article. But the focus of this paper is on the early stages of the study of leadership, and not the current state of the research.
Abstract: Preface. 1. The Idea of Leadership and the Methodology of Leadership Research. 2. Traits and Abilities. 3. Leadership Style 1: Early Approaches and Normative Programmes. 4. Leadership Style 2: Participation, Rewards, Motivation and Control. 5. Contingency Approaches to the Study of Leadership. 6. Leadership and the Study of Organizations. 7. Recent Developments. Notes. Bibliography. Author Index. Subject Index.

213 citations


Journal ArticleDOI
TL;DR: In this paper, the relationship between types of power and leadership styles in organizations is discussed and the effect of these types of leadership styles have on the culture, climate, and environment.
Abstract: This paper discusses the relationship between types of power and leadership styles in organizations. In addition, the effect these types of power and leadership styles have on the culture, climate,...

151 citations


Journal ArticleDOI
TL;DR: In this article, a brief analysis of contemporary approaches to understanding leadership is conducted, which are combined with a theory of aesthetics in developing an aesthetic-based leadership model, and four aesthetic properties of leadership are proposed along with ways these properties become manifest.
Abstract: The author conducts a brief analysis of contemporary approaches to understanding leadership. New approaches to the study of leadership are joined with a theory of aesthetics in developing an aesthetic-based leadership model. Four aesthetic properties of leadership are proposed along with ways these properties become manifest.

76 citations


Journal ArticleDOI
01 Aug 1986
TL;DR: In this article, a meta-analysis of path-goal research was performed in order to assess the direction and strength of the mixed results obtained in past research, based on 48 studies with 11,8...
Abstract: A meta-analysis of path-goal research was undertaken in order to assess the direction and strength of the "mixed results" obtained in past research. The meta-analysis, based on 48 studies with 11,8...

68 citations


Journal ArticleDOI
TL;DR: In this article, the authors evaluate the significance of transactional determinants in explaining observed patterns of vertical integration in the Canadian forest products sector and conclude that transactional considerations, particularly asset specificity, are robust empirical determinants of governance structures.
Abstract: The objective of this study is to evaluate the significance of transactional determinants in explaining observed patterns of vertical integration in the Canadian forest products sector. The integration patterns of the 30 largest forest-based enterprises are documented and explained in terms of the transactions cost approach. The study concludes that transactional considerations, particularly asset specificity, are robust empirical determinants of governance structures.

67 citations



Journal ArticleDOI
TL;DR: In this paper, the authors reviewed the literature on leadership, and noted the lack of a well-founded theoretical conception of leadership that would provide a general, cross-situational approach to leadership identification and develoment.
Abstract: The present research reviewed the literature on leadership, and noted the lack of a well-founded theoretical conception of leadership that would provide a general, cross-situational approach to leadership identification and develoment. Subsequently, it was suggested systems theory might be used to gain some understanding of leadership as it occurs in bureaucratic organizations. This led to the hypothesis that formal leadership activities will always be focused on the attainment of certain goals specified in the leadership role, and so will represent a form of problem-solving activity. The literature supporting this hypothesis was reviewed. The personal characteristics of a leader which would be likely to facilitate goal attainment and problem solving across situations were outlined as well as certain problem-specific processes. Finally, some implications of this approach to leadership identification and development were considered.

51 citations


Journal ArticleDOI
TL;DR: In this article, a transactional approach to research was illustrated through an analysis of social networks on a street and patterns of interrelationships among multiple dimensions of networks were identified in summaries.
Abstract: A transactional approach to research was illustrated through an analysis of social networks on a street. Patterns of interrelationships among multiple dimensions of networks were identified in summ...

37 citations


Journal ArticleDOI
TL;DR: In this article, the authors defined and tested two gratifications sought and obtained models for predicting dependency and frequency of viewing two kinds of television news programs (the network evening news and 60 Minutes).
Abstract: This study defines and tests two gratifications sought and obtained models. The discrepancy approach emphasizes the difference between that sought and obtained, while the transactional approach emphasizes additive effects in examining unique contributions of both sought and obtained variables. The models were contrasted in their prediction of dependency and frequency of viewing two kinds of television news programs—the network evening news and “60 Minutes.” Both models provided strong predictions in all cases, with the transactional model providing generally more powerful predictions. The transactional model was more effective in predictions concerning dependency, while an expanded discrepancy model provided the best predictions of frequency of viewing.

26 citations


Journal ArticleDOI
TL;DR: Social learning theory specifically acknowledges that most human behaviour is learned observationally through modelling as discussed by the authors, and the focus of this approach has been teaching leadership across formal and informal settings. But it will not become a leadership theory unless the behaviours to be imparted to future leaders are outlined.
Abstract: Social learning theory specifically acknowledges that most human behaviour is learned observationally through modelling. The focus of this approach has been teaching leadership across formal and informal settings. This and the behavioural focus is what distinguishes social learning theory from others as a leadership theory. However it will not become a leadership theory unless the behaviours to be imparted to future leaders are outlined. This has not been done in the social learning context. However, because of its growing importance as a theoretical foundation for the fields of psychology and organisational behaviour as a whole, a social learning approach to leadership would seem to have potential for the future.

25 citations


Journal ArticleDOI
TL;DR: In this paper, the authors explore the possible links between subordinates' personality traits and their preference for transformational vs transactional leadership style and find that the personality trait of conformity correlated significantly with intellectual stimulation, indicating that nonconformers prefer leaders who provide intellectual stimulation.
Abstract: The present study was designed to explore the possible links between subordinates' personality traits and their preference for transformational vs transactional leadership style. 87 undergraduate men were required to imagine an “ideal leader” in a work situation and then go through Bass' (1984) Multifactor Leadership Questionnaire, Form 4, to describe the behavior of this ideal leader. Subjects also completed the Affiliation, Achievement, and Succorance subscales of the Edwards Personal Preference Schedule as well as a conformity rating scale. Affiliation correlated significantly with charisma, individualised consideration, and the over-all transformational leadership measure. The personality trait of conformity also correlated significantly with intellectual stimulation, indicating that “nonconformers” prefer leaders who provide intellectual stimulation. There was also a tendency for high achievers to favor such leaders. None of the other ratings of subordinates' personality traits correlated significant...

Journal ArticleDOI
TL;DR: An overview of the major theoretical schools that have some importance for these fields and discusses their implications for the design and preparation of referential texts are offered.
Abstract: The underlying principles of graphic theory have been largely ignored by the technical and scientific communication community. This impatience with theory creates numerous problems for readers of t...



Journal ArticleDOI
TL;DR: A transactional view of trust is developed from the organizational and mass communication literature as discussed by the authors, and an overview of the impact of trust on organizational communication is presented and its importa...
Abstract: A transactional view of trust is developed from the organizational and mass communication literature. An overview of the impact of trust on organizational communication is presented and its importa...


Journal ArticleDOI
TL;DR: In this article, a new model called congruent and transforming leadership is proposed to address the inherent deficiencies of the Hersey and Blanchard's situational leadership model, and as a consequence of correcting them, the model breaks away from the conventional two-by-two window matrix and uses a presentation that includes leadership roles as well as leadership styles.

Journal ArticleDOI
TL;DR: The guiding principles for leadership are transactional, not coer cive or charismatic, according to as mentioned in this paper, who explores on these pages the ethical use of power in the principalship.
Abstract: The guiding principles for leadership are transactional, not coer cive or charismatic, according to this writer, who explores on these pages the ethical use of power in the principalship.

ReportDOI
01 Feb 1986
TL;DR: In this paper, it has been argued that the actions taken by individuals assigned to formal leadership positions may have a marked influence on the effectiveness of modern organizations; however, while substantial investments have been made by many organizations in developing leadership programs, they have not been proven to be highly successful in enhancing leadership effectiveness.
Abstract: : It has often been argued that the actions taken by individuals assigned to formal leadership positions may have a marked influence on the effectiveness of modern organizations. Organizations invest substantial amounts of time and energy in the construction and implementation of programs designed to identify and develop leadership potential. Surprisingly, while substantial investments have been made by many organizations in developing leadership programs, they have not been proven to be highly successful in enhancing leadership effectiveness (Bass, 1981). Researchers, such as Bass (1981) and Mumford (1985) have suggested that the limited effectiveness of some of these programs may be attributed to the tendency to explain a very complex field using a reliavtively small set of constructs. Similarly, Fleishman (1953a) has suggested that the limited effectiveness of many programs can be traced to their failure to consider criteria such as the demands made on the leader by organizational context. These points should be carefully considered in any attempt to formulate more effective strategies for leadership identification and development.

Journal ArticleDOI
TL;DR: In this paper, the authors distinguish between three levels of moral leadership in business, the first, the minimal level, the second, and the third, the moral agency of the individual.
Abstract: I would like to call attention to three levels of moral leadership in business, only the second of which gener illy goes by that name. I will distinguish these levels by the profundity of the effect that the leader has upon the led, and suggest that the first and third levels of leadership are at least as important as the obvious, leader-focused kind of leading we are used to. Leadership involves (at least) influencing followers to modify their behavior in directions that suit the purposes of the leader; if such is not the case, "leadership" is not what we would call what is going on. At the minimal level, then, leadership is accomplished by creating conditions that induce people to change behavior even if nothing else changes-in short, to persuade people to do things that they do not want to do and would not do, absent those conditions. The easiest way to accomplish such persuasion is to issue rules, or orders, and enforce compliance by reward and punishment; this form of leadership we will call "rule," or "control" leadership. A next level modifies the actions by changing the dispositions to act of the actors involved, by instilling the opinions or attitudes that will result in the appropriate behavior. Such change, when deliberately brought about by an individual, is brought about by persuasion and, more importantly, by acting out the desired behavior-by precept and example, as we say. This form of leadership, most recognizable as such, we will call "inspirational" leadership. A third level modifies act and attitude by changing the actors themselves-by making it possible for them to formulate precepts of their own and act autonomously upon self-determined rules. This kind of change can only be brought about by careful support, encouragement, some coaching, but mostly, a good deal of liberty, created by conditions supplied by the leader. With luck the result of such conditions should be changed people, people who do not merely conform in behavior or thought but who are able to think their way through to a reasonable conclusion and act on their own. This kind of leadership we call "empowering" leadership. The object of the first kind of leadership is correct action, of the second, correct attitudes and belief, of the third, the full moral agency of the individual.

Book
01 Jan 1986
TL;DR: In this paper, Blake and Mouton use their proven Managerial Grid concept to define effective leadership and lay out eight different leadership styles for readers to choose, based on the idea that "Leadership is not a charismatic power possessed by a few but the result of a practical strategy anyone can learn".
Abstract: Leadership is not a charismatic power possessed by a few but the result of a practical strategy anyone can learn. Blake and Mouton use their proven Managerial Grid concept to define effective leadership and to lay out eight different leadership styles for readers to choose.


Journal ArticleDOI
TL;DR: In this article, a review of some of the earlier models of the leadership process and their limitations is given to models which incorporate situational elements which can affect the strategy of an enterprise, and to transforming leadership which by changing attitudes, norms and institutions, can have a major impact upon strategy.
Abstract: It looks at last as if the study of leadership is moving forward into a more productive phase which will benefit those operating at all levels of management and direction. This seems to have happened because ideas have been brought together from a variety of disciplines political science, psychology, social anthropology and management, for example and reconciled to give a richer but more complex picture of the leadership process which can be applied at the strategic levels of an enterprise. This development has been paralleled by a growing interest in the personality and motivation of executives which has produced new and better means of identifying those with potential for leadership at the strategic level. Accordingly, this paper reviews some of the ideas and approaches which have contributed to this deeper understanding. Following a brief examination of some of the earlier models of the leadership process and their limitations, attention is then given to models which incorporate situational elements which can affect the strategy of an enterprise, and to transforming leadership, which by changing attitudes, norms and institutions, can have a major impact upon strategy. As a basis for a comprehensive model of leadership at the strategic level, we have taken YukI's model of leadership effectiveness and adapted it to accommodate transformational leadership behaviour. This revised model is then linked to conceptual frameworks and methods for identifying and selecting strategic-level leaders, and for matching leaders to strategic requirements. The paper concludes with a practical example of strategic leadership in action as a test for the applicability of the model and as a source of further ideas about values, enterprise culture, and leadership development.




Journal ArticleDOI
TL;DR: In this paper, the authors analyse the review findings and relate these findings to contemporary theory which sees leadership in terms of the nature of the relationships between leaders and followers, and conclude that regulations by themselves do not determine the quality of leadership and decision making even though they may be intended to settle an agreed organization for decision-making.
Abstract: Leadership was the central issue of concern when academic governance regulations were introduced at Lincoln Institute of Health Sciences in 1978. At the time there was considerable debate about the leadership role of Heads which surfaced again in 1981–82 when the authors undertook a review of the regulations. In this paper the authors analyse the review findings and relate these findings to contemporary theory which sees leadership in terms of the nature of the relationships between leaders and followers. They report that in spite of the existence of a uniform set of regulations the leadership styles of Heads of Schools and Departments varied considerably. Nevertheless it was only in those Schools and Departments where discordancy existed in the leader‐follower relationships that dissatisfaction was expressed about the regulations. The authors conclude that regulations by themselves do not determine the quality of leadership and decision‐making even though they may be intended to settle an agreed organization for decision‐making. However, the introduction of regulations can lead to beneficial modifications to hierarchically based superior‐subordinate relationships with more collegial forms of shared responsibility. “A larger slice of the cake isn't enough — we want a share in the ruddy bakery.” (Mrs. Sheila Egan, East Lancs representative at the 1972 National Conference of Technical Teachers, speaking about Academic Government.)


Journal ArticleDOI
TL;DR: The relationship between language and thought is one area in which current investigations may suggest a needed change in teachers' theoretical perspective on learning as mentioned in this paper, which has reminded us of earlier work done in the 1930s which described knowing as a transactional process between the individual and the environment with language at the center of the process.
Abstract: Whether teachers are aware of it or not, underlying the structure and content of all methods and materials is a theoretical orientation toward learning that directs the selection and design of materials used, expectations for student performance, and the nature of teachers responses to that performance. To modify one's theoretical perspective requires both awareness of that theoretical orientation and an exposure to new insights. The relationship between language and thought is one area in which current investigations may suggest a needed change in teachers' theoretical perspective on learning. This work has reminded us of earlier work done in the 1930s which described knowing as a transactional process between the individual and the environment with language at the center of the process. From this perspective, knowing is viewed as a personal process; the language one uses to come to know about the world plays an integral part in the development of semantic potential. Applications of transactional teachin...