Showing papers on "Transformational leadership published in 1970"

Studies in Leader Legitimacy, Influence, and Innovation

Abstract: Publisher Summary This chapter provides results from experiments on studies in leadership. Study of leadership can be fruitfully pursued in terms of interpersonal processes, notably the perceptions and expectations of followers. The attributes and actions of the leader have a discernible role in creating the impressions that contribute to his or her legitimacy. Furthermore, the leader's sense of his or her legitimacy has a direct impact on his or her willingness to assert influence. There is also substantial support in these findings for the efficacy of multifactor designs in the study of leadership phenomena. Several variables may be looked at in combination to reveal their interactions. Indeed, among the more repetitive findings is the extent to which these interactions govern outcomes. Because leadership implicates various leader roles, there is considerable room for studying these functions beyond the traditional function summed up by Hemphill as “initiating structure”. The chapter considers the spokesman as an occupant of a leader role and ventures into decision-making and innovating functions. These distinctions deserve more attention in research on leadership than they have thus far received. Also, additional study might be turned to the sequence implied by attaining a leader role and then maintaining it successfully.

Instrumental and Expressive Leadership in Complex Organizations.

Abstract: This study investigates instrumental and expressive leadership orientations among managers and supervisors in eight production organizations that varied in required labor commitment. Managers and supervisors were found to respond differently to situations necessitating high required labor commitment. For managers, the higher the required labor commitment the more instrumental the leadership orientation; for supervisors the more expressive the leadership orientation.

The Transformational Model of Linguistics and Its Implications for an Ethnology of Religion: A Case Study of Jainism

Abstract: The transformational model of linguistics has proven illuminating in understanding certain aspects of language. With the hope that a comparable model of analysis for other cultural systems may also prove useful, I discuss in this paper a theoretical model for an ethnology of religion that is analogous to the transformational model of linguistics in its assumptions, goals, and structure. Such a theoretical model is applied to analyze a part of Jainism. [India, religion, Jainism, ethnoscience, transformational theory]

A transformational analysis of spanish se

Abstract: It is no exaggeration to label se one of the most ubiquitous morphs in the Spanish language.* So multiple and varied are the constructions in which se appears that any simply descriptivist approach cannot hope to reveal the diverse functions which the form has in the production and comprehension of Spanish sentences. The following presentation represents the attempt to examine se within the framework of transformational analysis and to account for its presence in utterances as the realization of different and divergent structural rules.

The transformational challenge and the teacher of english

Abstract: The transformational model provides the English teacher with an insightful way of looking at the language. Since, however, a transformational grammar is hypothetical and abstract and thus excludes factors that the teacher must confront in the classroom, the application of such analysis raises serious problems. The problems, however, are generally purely pedagogical, and are no reflection on the model; the onus is on the teacher to develop a methodology that will enable him to maximally exploit the resources of the theory. At times, however, the classroom problems bring into sharper focus aspects of linguistic behaviour that the linguist might have missed. This might justify a modification of the linguistic statement, provided it is corroborated by other purely linguistic evidence. Transformational grammar might also at times suggest refinements of pedagogical methodology, for example, the introduction of translation as a means of exploiting the common deep structure of languages. It also restores intellectual activity to a position of respectability in the classroom, thereby helping to make language teaching more humane.

Leadership Perspective: The Key to Designing Effective Leadership for Organizations of Higher Education.

Abstract: Consistent with typical behavior in times of perceived crisis, commentary concerning the current unrest within American colleges and universities is turning increasingly to the topic of leadership. Some groups are highly critical of formal administrative leadership even to the point of questioning its traditional legitimacy. Others, including many professors, are engaging in the self-illusory practice of scapegoating incumbent officials, thereby providing simplistic but anxiety-reducing explanations for any and all internal disorders or problems. Still others, increasing in numbers in direct proportion to the escalation of campus crises, are crying out for law and order leadership to return higher education to normalcy. Another level of leadership concern is reflected by the on-going debate as to what group or groups should exert leadership for higher education. Some suggest that the prerogative of leadership has shifted historically from the trustees to the faculty, then to the administration, and now is in the process of shifting to student groups (1). Others claim the universities belong to the students and faculty; while still others regard institutions of higher education as creatures of the state, thus concluding that they should be controlled primarily by the electorate through their chosen representatives. The presence of such a widespread concern about university leadership and the diversity of viewpoints about and expectations for its legitimacy, performance, and source has stimulated a plethora of printed reactions. Most reactions are long on criticism of current leadership and short on functional proposals for improving it. Those offering proposals typically stress idealized views of what would be "better" behavior on the part of individual leaders and ignore the situational variables within which the better behavior must be acted out. All in all, the current litera-