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Showing papers on "Transactional leadership published in 1988"


Journal ArticleDOI
TL;DR: The authors compare les evaluations des superieurs hierarchiques and des subordonnes (efficacite, satisfaction) concernant deux types de leader ayant une influence differente sur le rendement.
Abstract: Etude comparant les evaluations des superieurs hierarchiques et des subordonnes (efficacite, satisfaction) concernant deux types de leader ayant une influence differente sur le rendement

1,318 citations


Book
01 Jan 1988
TL;DR: In this paper, the authors present a theoretical and applied analysis of university academic organization and leadership, based on a careful reading of the extensive literature on leadership and governance, which is also deliberately designed to bridge the gap between theories of organization and practical application.
Abstract: "One of the best theoretical and applied analyses of university academic organization and leadership in print. This book is significant because it is not only thoughtfully developed and based on careful reading of the extensive literature on leadership and governance, but it is also deliberately intAnded to enable the author to bridge the gap between theories of organization, on one hand, and practical application, on the other." ?Journal of Higher Education

1,249 citations


Book
01 Jan 1988
TL;DR: Kotter's "The Leadership Factor" as discussed by the authors analyzes the four factors that create outstanding leadership in both private and public sector senior and middle level managers, and identifies both the specific personal attributes and general leadership qualities needed in today's corporations.
Abstract: Because they are victims of short-term economic pressures and "parochial politics", most American companies critically lack the one factor proven effective in winning competitive advantage: leadership. Thus argues John P. Kotter in this, his third large-scale work on leadership, which continues and complements the work begun in his influential "The General Managers" and "Power and Influence". With compelling evidence, Kotter demonstrates why most American firms do not have the leadership capacity they currently need and explains what they must do to correct this damaging problem. Using comprehensive data from 900 senior executives in 100 American corporations, as well as in-depth interviews with 150 top managers in fifteen successful companies, including General Electric, Citicorp, IBM, Hewlett-Packard, and Coca-Cola, Kotter singles out the practices that develop superior leadership. He identifies both the specific personal attributes and general leadership qualities needed in today's corporations. And, with the spotlight on such individuals as Lee Iacocca at Chrysler and teams like the top management at Johnson & Johnson, he vividly illustrates the four factors that create outstanding leadership in both private and public sector senior and middle level managers. Professor Kotter underscores his argument with glaring examples of managerial failures in firms like ITT, providing eye-opening evidence of damage-- inability to control sagging productivity and poor records in customer service, quality control, and the development of new products-- caused primarily not be poor R&D or labor problems, but by a weak leadership capacity. Filled with dozens of case histories, "The Leadership Factor" reveals an all-too-common picture of companies which, unable to recognize or develop leadership talent and utilize it, create a pervasive gap in corporate planning and personal management. Progress has been made in improving quality management, but is has been limited. Kotter is hard-hitting in his assessment that even American companies which achieve a superior level of success in the leadership area-- IBM, DuPont, Dow Jones, Hewlett-Packard, and Anheuser-Busch, for example, must do even better to match efforts of foreign competitors. In showing how leaders are made, not born, he provides a realistic program structured to help attract, retain, and motivate dynamic, capable leaders in executive and middle management positions. Following Kotter's advice, companies can build strong managerial teams necessary not only for growth-- but also for survival itself.

663 citations




Book
Jay A. Conger1
19 Aug 1988
TL;DR: Charismatic and non-charismatic leaders: Differences in Behavior and Effectiveness Part Two: Strategic Vision and the Charismatic Leader 5 The Visionary Leader 6 Profiles of Strategic Vision: Levesque and Iacocca Part Three: The Sources and Limitations of Charisma 7 Two Faces of Charisma: Socialized and Personalized Leadership in Organizations 8 Origins of Charisma as discussed by the authors.
Abstract: Introduction: Problems and Prospects in Understanding Charismatic Leadership Part One: The Nature and Dynamics of Charismatic Leadership 1 Theoretical Foundations of Charismatic Leadership 2 Evolving Perspectives on Charismatic Leadership 3 Behavioral Dimensions of Charismatic Leadership 4 Charismatic and Non-Charismatic Leaders: Differences in Behavior and Effectiveness Part Two: Strategic Vision and the Charismatic Leader 5 The Visionary Leader 6 Profiles of Strategic Vision: Levesque and Iacocca Part Three: The Sources and Limitations of Charisma 7 Two Faces of Charisma: Socialized and Personalized Leadership in Organizations 8 Origins of Charisma: Socialized and Personalized Leadership in Organizations 9 Limits of Charisma Part Four: Development of Charismatic Leaders 10 Developiing Transformational Leaders: A Life Span Approach 11 Training Charismatic Leadership: A Risky and Critical Task Conclusion: Patterns and Trends in Studying Charismatic Leadership

521 citations


Journal ArticleDOI
TL;DR: The results of a study of large retail firms in the United Kingdom, designed to overcome the methodological problems of earlier studies of leadership and performance, are presented in support of this argument as mentioned in this paper.
Abstract: ? 1988 by Cornell University 0001 -8392/88/3303-0388/$1 00 This paper evaluates research on the impact of chief executive officers on corporate performance, taking Lieberson and O'Connor's pathbreaking study as its starting point Although that study is commonly regarded as the principal source of empirical support for the view that leaders have little impact on organizational performance because they are constrained by situational factors, it is argued here that the study and its derivatives have provided consistent and compelling evidence that individual leaders do make a difference The results of a study of large retail firms in the United Kingdom, designed to overcome the methodological problems of earlier studies of leadership and performance, are presented in support of this argument

374 citations


Journal ArticleDOI
TL;DR: This article argued that the current markets and hierarchies framework of transaction cost economics provides too limited a set of transactional options to account adequately for many of the organizational problems encountered in developing economies.
Abstract: The authors wish to acknowledge the helpful comments of Professor Tom Lupton and the ASO editor and anonymous reviewers. This paper argues that the current markets and hierarchies framework of transaction-cost economics provides too limited a set of transactional options to account adequately for many of the organizational problems encountered in developing economies. Focusing on the codification and diffusion of information, it provides a set of concepts designed to extend the existing framework. Applying these concepts to an analysis of the economic reforms in the People's Republic of China since 1978, the paper identifies a form of bureaucratic failure that lies beyond the markets-hierarchies typology and that highlights the important role played by culture and level of development in shaping transactional preferences.'

362 citations


Journal ArticleDOI
TL;DR: In this article, it is argued that the question over whether top-level leadership significantly affects organizational performance can be clarified by properly interpreting the results of executive succession studies that have used economic aspects of organizational performance as criteria When several methodological concerns are addressed, it is evident that executive leadership can explain as much as 45% of an organization's performance.

355 citations


Journal ArticleDOI
TL;DR: In this paper, the practices of transformational and transactional leadership in a management simulation game that spanned a 3-month period were examined by using Bass's (1985) Multifactor Leadership Questionnaire (Form 4).
Abstract: This investigation examined the practices of transformational and transactional leadership in a management simulation game that spanned a 3-month period. Transformational and transactional leadership were measured by using Bass's (1985) Multifactor Leadership Questionnaire (Form 4). Participants were second-year, part- time and full-time MBA students who worked in teams, each composed of seven to nine members. Each team represented the senior management of a hypothetical manufacturing organization. Data were collected from 27 teams on the perceived leadership of team presidents and the financial performance of their respective teams. Financial performance was based on five traditional indicators of organi zational effectiveness,that is, market share, stock price, earnings per share, return on assets, and debt-to-equity ratio. Analyses of leadership data collected independently of financial performance demonstrated significant and positive relationships be tween active transactional leadership, transformat...

332 citations



01 Nov 1988
TL;DR: In this paper, a general model of transformational leadership and its relationship to various precursors and consequences in a sample of United States Navy (USN) officers was proposed.
Abstract: : The purpose of this study was to propose, provide measures of, and test a general model of transformational leadership and its relationship to various precursors and consequences in a sample of United States Navy (USN) officers. The 186 officers were on active duty assigned to the surface warfare fleet and graduates of the United States Naval Academy (USNA). Data about the officers were collected from USNA records (pre- and post- admissions assessments), 793 senior subordinates of the officers, and USN records that contained superiors' performance evaluations of the officers. The preliminary results of this study indicate that (1) high school rank and verbal and math aptitude were predictors of academic and military success at the USNA; (2) military performance at the USNA was a predictor of charismatic and inspirational leadership and effectiveness as rated by subordinates as well as superiors' performance evaluations; and (3) transformational as compared to transactional leadership as rated by subordinates was more strongly related to subordinates' evaluations of effectiveness and satisfaction with the focal officers and superiors' ratings of the focal officers' performance. Given these preliminary findings, several directions for future research are discussed.

Book
01 Dec 1988
TL;DR: Leadership, Organizations, and Culture as mentioned in this paper is a comprehensive and clearly written book on the history and research on leadership, from Machiavelli to the guidance of quality circles.
Abstract: "In this interesting and clearly written book, the university-based authors carefully conduct the reader through the labyrinth of theory and research on leadership. Much of the historical and current literature is reviewed, from Machiavelli to guidance of quality circles. . . The authors develop the argument that leadership research would benefit if culture--at both the national and organizational levels--were more tightly integrated into leadership theory. . . Graduate students and their teachers in organizational sociology, psychology, and management will find this a useful book." --Choice "A valuable resource not only for academic researchers but for practicing managers and professionals involved in international management and cross-cultural activities. Overall, the authors have produced a stimulating book that examines leadership and leadership research from a multidimensional approach. Their implications are critical for continued leadership research, particularly issues such as leadership training and the management of culturally diverse organizations." --Journal of Organizational Behavior "There is much to admire in this book. It is comprehensive and yet concise. . . . The literature review section contains good summaries and critiques of both original work and secondary studies which are easily digestible to non-psychologists. The material is well organized, with regular summaries of the argument and there is even the odd flash of humour. If you only read one book on leadership, read this one. . . . It will certainly provide you with a better understanding of the subtleties of the processes at work and the difficulties involved in conceptualizing them." --The Journal ofIndustrial Relations "An extremely highly organised short text. . . . It summarizes existing research in considerable detail and does it well. . . . The emphasis on the contingency approach and the cross-cultural dimension particularly impressed me. MBA students will find this book very useful...." --Journal of General Management "An extensive, thorough critique. . .. This fresh look at the theory of leadership, with its emphasis on the complex environment in which leaders operate, is highly relevant for today's managers who increasingly must operate across national and organisational cultural boundaries." --Management Education & Development "A valuable advance of thinking and research in the field of leadership studies. The reader has the sense of dealing with a lasting contribution to leadership research, rather than one that is merely popular. It is this sense that makes the effort of reading this scholarly treatise worthwhile. The theory of leadership presented in this book is attractive, comprehensive, and promising. It should be valuable to managers and researchers alike. It is an important contribution to our knowledge of leadership in an increasingly international and multicultural world, where management and leadership skills are critical to our future." --Canadian Public Administration How important is effective leadership to a society, an organization, or a group? How does one define effective leadership? And, how does the concept of leadership differ from culture to culture? Leadership, Organizations, and Culture offers a fresh, penetrating, analysis on leadership across a broad range of topics and cultures. Beginning with a concise historical overview of leadership, thistimely volume continues by outlining and thoroughly examining several leadership theories (Fiedler's Contingency Theory, the Path-Goal Theory, and the Vroom-Yetton Theory). Then, moving from the realm of theory to actual practice, the authors explore various aspects of leadership itself, including: event management, charisma, negotiating, superior-subordinate relationships, leadership training, and the cultural differences of leadership. Unique in its attention to theory, practice, and cultural differences, this impressive volume offers managers, researchers, scholars, practitioners, and students the most comprehensive study done to date on the nature of leadership.

Journal ArticleDOI
TL;DR: In this paper, three common usages of the word "leadership" are discussed: influence on individuals, influence on others, and influence on specific jobs or tasks, through "micro" and "meta" leadership.

Journal ArticleDOI
TL;DR: In this article, the authors compare manager-employee influencing dynamics within the framework of transformational and transactional leadership theory and conclude that transformational leadership is more closely associated with leader effectiveness and employee satisfaction with the leader than transactional leader.
Abstract: The purpose of the study was to compare manager-employee influencing dynamics within the framework of transformational and transactional leadership theory. A total of 117 employees of a manufacturing firm anonymously completed the Multifactor Leadership Questionnaire-Form 5 (Bass, 1985a) and the Profile of Organizational Influence Strategies-Form M (Kipnis & Schmidt, 1982). Multiple regression analyses supported the predictions that (1) perceived transactional leadership would be more strongly inversely related to reported employee upward influencing behavior than transformational leadership, and (2) transformational leadership would be more closely associated with leader effectiveness and employee satisfaction with the leader than transactional leadership. Results are examined in terms of the apparent volatile nature of transactional leadership-employee influ encing systems. Transformational leadership-employee influencing interactions are viewed as more effective in promoting organizational productivity...

Journal ArticleDOI
TL;DR: A transactional framework for studying the temporal aspects of computer-mediated interaction as it occurs in various computer-related settings is introduced and recommendations are given for using the framework to guide research, intervention, and further theory development.

Journal ArticleDOI
TL;DR: It is suggested that on-going cognitive restructuring, social skills training, and peer counselling training activities be culturally adapted and integrated into relevant areas of the school curricula in order that coping be enhanced and suicide ameliorated.

Journal ArticleDOI
TL;DR: In this paper, the authors suggest that training focused on analytical models of participation contributes to the critical components of effective leadership, and that managers must adapt their leadership styles to fit the demands of the situations they face.
Abstract: Managers must adapt their leadership styles to fit the demands of the situations they face. One of the necessary manifestations of this view is the need to adapt the form and degree of participation in decision making by subordinates, to the personalities of the subordinates, the decisions to be made and the general organisational circumstances. Managerial leadership is no longer maintaining the status quo. Old habits must be discarded if one is to respond to today's challenges. The authors' experience of working with managers suggests that training focused on analytical models of participation contributes to the critical components of effective leadership.

Journal ArticleDOI
TL;DR: In this article, a transactional/transformational perspective is adopted as a basis for understanding the relationships between the dynamics of human behavior and the dynamic of the environment, and two conceptual models are developed which provide bases for understanding different modes of person/environment transformation, and human behavior as it mediates change.
Abstract: Inadequate theoretical conceptualization of person/environment relations has characterized behavioral geography as an eclectic and incoherent subfield. Past work has failed to appreciate the person/environment unity as an entity of change. A transactional/transformational perspective is adopted in this paper as a basis for understanding the relationships between the dynamics of human behavior and the dynamics of the environment. Two conceptual models are developed which provide bases for understanding (i) different modes of person/environment transformation, and (ii) human behavior as it mediates change. The potential relevance of a transactional perspective for empirical research in behavioral geography is noted.

Journal ArticleDOI
TL;DR: The maintenance of a distinction between management and leadership behaviours at the conceptual and/or practical level negates the search for a "practical theory" of leadership as mentioned in this paper, which is the foundation of our work.
Abstract: The maintenance of a distinction between management and leadership behaviours at the conceptual and/or practical level negates the search for a “practical theory” of leadership. If management is viewed as an art, management and leadership behaviours are inextricably intertwined in an organisational setting. Both activities are part of the cultural action of an organisation.

Book
28 Oct 1988
TL;DR: In this article, the authors provide practical guidance on all phases of the leadership transition process, from initial planning, through the executive search process, to the major areas that the new leader must address over time to be successful.
Abstract: Offers sound advice for executives and managers taking over new positions and for organizations undergoing leadership changes. Provides practical guidance on all phases of the leadership transition process--from initial planning, through the executive search process, to the major areas that the new leader must address over time to be successful.

Journal ArticleDOI
TL;DR: In this paper, a comparative survey of the literature that view the firm as a group organized by transactional structure is presented, focusing on the nature of incentives to induce effective cooperation through the coordination of specialized and disparate tasks.
Abstract: This is a comparative survey of the diverse strands of literature that view the firm as a group organized by transactional structure. The focus is on the nature of incentives to induce effective cooperation through the coordination of specialized and disparate tasks. The five literatures compared are the transaction-cost, X-efficiency, principal-agency, sociological, and mechanism-design traditions.



Journal ArticleDOI
TL;DR: A developmental framework emphasizing stage-salient issues in infancy and toddlerhood can be applied toward the implementation of a transactional model of intervention.
Abstract: A developmental framework emphasizing stage-salient issues in infancy and toddlerhood can be applied toward the implementation of a transactional model of intervention.

Journal ArticleDOI
TL;DR: In this article, the authors deal with nine tasks that seem to be the most significant functions of leadership, but encourage readers to add to the list if they can relate effectively with people.
Abstract: Examination of the tasks performed by leaders gets to the heart of some of the most interesting questions concerning leadership. I shall deal with nine tasks that seem to be the most significant functions of leadership, but I encourage readers to add to the list. Leadership activities that are implicit in all the tasks (e.g., communicating, relating effectively with people are not dealt with separately.



ReportDOI
01 Dec 1988
TL;DR: In this paper, the hypothesis that transformational/charismatic leadership predicts unique variance in leader effectiveness beyond that of transactional/contingent reward leadership was tested for a sample of U.S. Navy Officers.
Abstract: : The hypothesis that transformational/charismatic leadership predicts unique variance in leader effectiveness beyond that of transactional/contingent reward leadership was tested for a sample of U.S. Navy Officers. The 186 officers were rated by their 793 immediate subordinates on charismatic and contingent reward leadership and effectiveness, and by their superiors on performance evaluation and early promotion potential. Results from hierarchical regression analyses indicated that charisma augmented the predictive power of contingent reward behavior for determining subordinate-rated effectiveness of focal leaders and superior-rated effectiveness and early promotion recommendation for focal leaders. Keywords: Behavior, Effectiveness, Performance, Early promotion, Hierarchical regression, Leader-follower relationships, Augmentation effectiveness, Multifactor officer questionnaire, Fitness reports, Naval personnel.

Book
01 Jan 1988
TL;DR: Carew et al. as mentioned in this paper presented one of the first attempts to quantify the relationships among traditional management, visionary leadership, and high performing work units, and examined leadership from two theoretical constructs: traditional management, which describes relationship-oriented and task-oriented behaviors, and visionary leadership which describes behaviors associated with the articulation of a vision in which members of the organization enroll.
Abstract: VISIONARY LEADERSHIP, MT^AGEMENT, AND HIGH PERFORMING WORK UNITS: AN ANALYSIS OF WORKERS' PERCEPTIONS MAY 1988 MADELYN JESSICA STONER-ZEMEL , B.S., INDIANA UNIVERSITY M.S., SYRACUSE UNIVERSITY Ed.D., UNIVERSITY OF MASSACHUSETTS Directed by: Professor Donald K. Carew This study represents one of the first attempts to quantify the relationships among traditional management , visionary leadership , and high (peak) performing work units. The study examined leadership from two theoretical constructs: traditional management, which describes relationship-oriented and task-oriented behaviors, and visionary leadership, which describes behaviors associated with the articulation of a vision in which members of the organization enroll. Using workers' perceptions, the study compared traditional managerial skills and visionary leadership with indicators typical of peak performing organizations. The study also examined the interaction of managerial and visionary leadership in relation to perceptions of peak performance of the work unit. Data were obtained from 395 employees of a large private-sector business who rated their immediate superiors using three leadership instruments: The Leader Behavior Analysis , the Leader Behavior Questionnaire , and the Leadership Practices Inventory . They also rated