Showing papers on "Transactional leadership published in 1987"
TL;DR: In this article, the authors explore the paradoxical role of the external leaders of self-managing workteams and find that external leaders' most important behaviors are those that facilitate the team's self-management through self-observation, self-evaluation, and self-reinforcement.
Abstract: We gratefully acknowledge the encouragement and support of Dr. Richard Cherry. This paper explores the paradoxical role of the external leaders of self-managing workteams. Observation, interviews, group elicitations, and a literature search were used to identify salient leader behaviors in a medium-sized manufacturing plant that had been operating for several years under a system of self-managing work teams. A selfmanagement leadership questionnaire was developed to measure the 21 leader behaviors identified. Correlations with overall leadership-effectiveness ratings generally indicated that the external leaders' most important behaviors are those that facilitate the team's self-management through self-observation, self-evaluation, and selfreinforcement. The study suggests that there is a legitimate role for external leaders of self-managing work teams but that it differs from traditional and participative leadership roles.
1,019 citations
TL;DR: In this paper, the authors clarified and extended the transactional and transformational theories of leadership developed by Burns and Bass by using a constructive/developmental theory to explain how critical personality differences in leaders lead to either transactional or transformational leadership styles.
Abstract: The transactional and transformational theories of leadership developed by Burns (1978) and Bass (1985) are clarified and extended by using a constructive/developmental theory to explain how critical personality differences in leaders lead to either transactional or transformational leadership styles. The distinction between two levels of transactional leadership is expanded, and a three-stage developmental model of leadership is proposed.
920 citations
Book•
01 Jan 1987TL;DR: In this paper, the authors have discussed leadership skills with other leaders to learn their strengths and weaknesses, and the focus of this book is to help managers further their abilities as leaders.
Abstract: Corporations are suffering from a lack of leadership. Too many managers are unwilling to take charge due to beliefs in tradtional myths such as successful leaders are stable and organized. The focus of this book is to help managers further their abilities as leaders. The authors have discussed leadership skills with other leaders to learn their strengths and weaknesses.
840 citations
TL;DR: The authors examined the practice of tranformational leadership at two levels of management in a New Zealand government agency and defined transformational leadership as "the extent to which a leader is able to transform a situation into a new one".
Abstract: This investigation examined the practice of tranformational leadership at two levels of management in a New Zealand government agency. Transformational leadership was defined as the extent to which...
546 citations
TL;DR: In this article, the effects of leadership attributions on evaluations of organizatio-a-the-life quality of organizations were investigated. And they found that leadership has assumed a heroic, larger-thanlife quality.
Abstract: Suggesting that as an explanatory concept, leadership has assumed a heroic, larger-than-life quality, this research investigated the effects of leadership attributions on evaluations of organizatio...
432 citations
TL;DR: This article examined how world-class leaders differ on five transactionall transformational leadership factors and used biographies of leaders to assess their leadership qualities and found that the construct validity and reliability of biographical data as a measure of leadership qualities was supported.
400 citations
TL;DR: In this article, the extent to which transactional and transformational leadership practices are related to the attitudinal and rated performance outcomes of a performance appraisal process was examined in a large business organization.
Abstract: The extent to which transactional and transformational leadership practices are related to the attitudinal and rated performance outcomes of a performance appraisal process was examined in this study involving 256 managers in a large business organization. Results indicated that only aspects of transformational leadership were related to performance appraisal scores. However, the contingent reward factor of transactional leadership, as well as all factors of transformational leadership, were related to satisfaction with performance appraisal processes. Management-by-exception was associated with lower satisfaction. Conclusions were drawn regarding the need for active transactional and transformational leadership in the performance appraisal process.
253 citations
Book•
01 May 1987
TL;DR: In this article, the authors provide a general framework for the systematic study of political leadership to make possible future empirical study and comparative analysis of political leaders, including the sources of personal power, the role of leaders' own psychology and perspective, the instruments of power available to leaders, their relationship with subordinates and citizens, the influence of institutions on leadership and the impact of leaders.
Abstract: Political leaders are the most universal, recognized, and talked about element of political life. However, the general analysis of political leadership has been little advanced. In this book Professor Blondel provides a general framework for the systematic study of leadership to make possible future empirical study and comparative analysis of political leadership. After examining the current state of political leadership studies, Professor Blondel categorizes the leaders of the world taking into account both their goals and the constraints and opportunities resulting from the environment. Important features and influences on leadership are identified: the sources of personal power, the role of leaders' own psychology and perspective, the instruments of power available to leaders, their relationship with subordinates and citizens, the influence of institutions on leadership and the impact of leaders.
184 citations
TL;DR: Using a transactional model of stress and coping, a measure of children's coping is offered and applied in a semi-structured interview in which specific coping styles are assessed.
Abstract: Using a transactional model of stress and coping, a measure of children's coping is offered and applied in a semi-structured interview in which specific coping styles are assessed. Data from 176 school-age children yielded findings on age and gender differences along with other preliminary suggestions of the validity of the instrument.
135 citations
TL;DR: This article focuses on association management as doing things right through planned growth and accountability.
Abstract: Management and leadership are key ingredients in the future of the American Oc· cupational Therapy Association. Ben· nis and Nanus (1985) define manage· ment as doing the right thing and leadership as doing things right. There is a need to establish a partner· ship between management and lead· ership, because both are critical to our success in the future. This article focuses on association management as doing things right through planned growth and accountability. The dis· cussion of leadership, or doing the right thing, centers around the con· cept of trans/ormative leadership as presented by Bennis and Nanus (1985) In comparing our Association to the rest of the health, education, and human service industries, we must credit, in large part, our volunteer and national office staff management teams for our successes. Our profes· sion's philosophic beliefs and values also set us apart. Although we spend countless hours trying to maintain a stable association management sys· tem, we seem somewhat reluctant to promote that which we have worked so long and hard to develop-our profession. In today's society it wou ld be unrealistic if we attempted to keep our Association viable and competitive without accepting the responsibility for being accountable for our profes· sion's philosophical beliefs and val· ues. A primary tenet of the responsi· bilities of a successful enterprise, and therefore a successful association, is the unequivocal acceptance of the necessity for accountability of the profession. To manage, an accounta· bility principle needs to be estab· lished and I propose that our princi· pie be stated as \"Our Association shall Elnora M. Gilfoyle
130 citations
TL;DR: Most theories of leadership are rooted in a psychological paradigm that treats leadership as an individual attribute, although one that may be situationally activated or constrained In this article, we will focus on the role of the individual attribute.
Abstract: Most theories of leadership are rooted in a psychological paradigm that treats leadership as an individual attribute, although one that may be situationally activated or constrained In this article...
TL;DR: In this article, a review of the research on leadership is reviewed, beginning from the now abandoned idea of the “born” leader, and the present view of the three elements important for the understanding and practice of leadership are personality, leaders' behaviours and situational factors.
Abstract: Research on leadership is reviewed, beginning from the now abandoned idea of the “born” leader. The present view of the three elements important for the understanding and practice of leadership are personality, leaders' behaviours and situational factors. Beyond that, attempts are now being made to analyse and define the charismatic or visionary leader.
TL;DR: This work presents and discusses several essential aspects of managerial ethical leadership, including some major presuppositions, three normative-ethical tasks of the activity of leadership, and some claims on the leader as a subject responsible for his or her own activities.
Abstract: If managerial leadership means deciding responsibly in a complex situation, the ethical dimension of leadership — besides its analytical and instrumental aspects — has to be clarified. I present and discuss several essential aspects of managerial ethical leadership: (a) some major presuppositions (the concepts of leadership and responsibility), (b) three normative-ethical tasks of the activity of leadership (perceiving, interpreting and creating reality — being responsible for the effect of one's decisions on the human beings concerned — being responsible for the implementation of corporate goals) and (c) some claims on the leader as a subject responsible for his or her own activities. I shall conclude by adding some reflections on the limits of managerial ethical leadership.
TL;DR: In this paper, the authors developed a comprehensive list of mayoral roles based on content analysis of open-ended interviews with leaders in the five large cities in North Carolina, and used these roles to form a typology of leadership.
Abstract: The nature and types of leadership provided by mayors in council-manager cities have not been adequately developed in previous studies. A major shortcoming has been the tendency to measure the office and performance in terms of the executive mayor whose leadership, according to the innovator model, stresses policy innovation and implementation. Neither of these dimensions of leadership is appropriate to non-executive mayors who work with equals on the council and an appointed manager. This form does, however, offer opportunities for leadership in two areas: improving the coordination among the participants in the governmental process and guiding the development of policy. The study generates a comprehensive list of mayoral roles based on content analysis of open-ended interviews with leaders in the five large cities in North Carolina. These roles are used to form a typology of leadership. When the types of leadership provided by mayors in council-manager cities are redefined, the preconditions for effecti...
TL;DR: In this paper, the authors attempted to determine whether implicit leadership theories operate in the same degree and to the same effect in Britain as in the United States, by means of an experimental design.
Abstract: This study attempted to discern, by means of an experimental design, whether implicit leadership theories, which have been found to be potent forces in answering questionnaires on leader behavior in the United States, operate in the same degree and to the same effect in Britain. The data provide strong support for the operation of implicit leadership theories.
01 Apr 1987
TL;DR: In this article, the authors investigated network and environmental linkages between manufacturers and dealers, and presented a discussion about the concept of power and depende e ciency in the automotive industry.
Abstract: The article provides information on a study which investigated network and environmental linkages between manufacturers and dealers. A discussion is presented about the concept of power and depende...
Book•
01 Jan 1987
TL;DR: Adair's "Not Bosses But Leaders" as discussed by the authors is one of the few books on leadership that can genuinely be called a 'classic', this pioneering work from leadership expert John Adair has transformed the understanding of how leadership works and how executives can become business leaders.
Abstract: In today's turbulent world, effective leadership at every level of an organization is essential. Leadership is not only about motivating people, it is also about providing clear goals and a sense of purpose that everyone in the organization buys into. One of the few books on leadership that can genuinely be called a 'classic', this pioneering work from leadership expert John Adair has transformed the understanding of how leadership works and how executives can become business leaders. Accessible guidance on exactly what you need to become a leader is presented in the form of a dialogue with a young business executive, who is soon to become a strategic leader. Each fundamental aspect of leadership is exposed and explained in a concise, lucid way. "Not Bosses But Leaders" will enable you to greatly improve your leadership skills. It is a book that doesn't depend on historical models but springs from the day-to-day realities of management. It is the study of what a leader actually has to do. The contents are: Part 1 - Qualities of Leadership; Situational Leadership; Functional Leadership ;Motivation; and Keypoints, Part 2 - The Circles Interact; Leadership Functions; Sharing Decisions; Styles of Leadership; and Keypoints, Part 3 - Leaders or Managers? Leadership and Change; Hallmarks of Leadership; Managing and Management; The Manager as Leader; The Roots of Management; Both Leaders and Managers; and Keypoints, and Part 4 - High-performance Teams; Wearing Three Hats; Levels of Leadership; and Keypoints. It also includes: Part 5 - The Purpose of Industry; Strategic Leadership; Involving Others in Strategy; and Keypoints, Part 6 - Moving from Plans to Action; Agreeing Objectives; Relating the Parts to the Whole; Respecting the Line; Line-and-Staff; Two-way Communication; The Roots of Morale; and Keypoints, Part 7 - Sharing and Caring; The Case of the Injured Worker; The Role of Trade Union Leadership; Coping with Redundancy; Growing Organizations; True Authority; and Keypoints, Part 8 - Leadership and Power; Humility; Gaining Respect; Giving Respect; Leadership and Hierarchy; and Keypoints, Part 9 - Leadership from Within; The Leader as Conductor; and Keypoints, and Conclusion Notes and References.
TL;DR: In this article, mission, organization, and leadership of higher education are discussed. The Journal of Higher Education: Vol. 58, No. 1, pp. 101-109.
Abstract: (1987). Mission, Organization, and Leadership. The Journal of Higher Education: Vol. 58, No. 1, pp. 101-109.
Journal Article•
Journal Article•
01 Sep 1987
TL;DR: This article examined the role of leadership in the U.S. House in the context of arguments raised in Woodrow Wilson's Congressional Government and argued that preference homogeneity, leadership style and institutional structure form a kind of equilibrium.
Abstract: This paper examines the role of leadership in the U.S. House in the context of arguments raised in Woodrow Wilson's Congressional Government. It begins with a discussion of the speakerships of Henry Clay and Thomas Reed as counterexamples to Wilson's generalizations (a model that links the degree of preference homogeneity among legislative followers to a leader's decision about whether to exert policy leadership is presented in an Appendix). Next we argue that preference homogeneity, leadership style and institutional structure form a kind of equilibrium, drawing on the history of the House for supporting evidence. Finally we discuss the application of our theory to House Democrats in the 1980s.
TL;DR: In this paper, the authors explore leadership styles in the public sector or, more specifically within an important segment of the public sectors known as'state-owned enterprises' (SOEs), and propose four types of CEOs who differ in their business and political orientations.
Abstract: Compared to the number of studies of chief executives (CEOs) in the private sector [1-3], there are very few that focus on CEOs in the public sector. This is unfortunate given the importance of the public sector in most countries. In this paper we explore leadership styles in the public sector or, more specifically within an important segment of the public sector known as 'state-owned enterprises' (SOEs). Based on the existing literature and international case studies, we propose four types of CEOs who differ in their business and political orientations: these are the 'controversy-minimizer'; the 'commercial-goals-maximizer'; the 'political-goals-maximizer'; and the 'social-welfare-maximizer'. The likely backgrounds of each type of leader are discussed, and patterns in leadership behavior are examined. Before turning to the main topic of this paper, however, we address the important question of whether CEOs of any type can really affect performance in SOEs. For if they cannot, a study of leadership styles in SOEs would only be of theoretical interest and little or no practical value.