Showing papers on "Transformational leadership published in 1971"

Style, Structure, and Setting in Organizational Leadership

Abstract: The concept of leadership, essential to an understanding of organizational functioning, has to do most directly with managerial and coordination activities, but it ramifies to many other activities as well.' To claim them all for leadership would be sheer imperialism. A variety of organizational processes are explicable in terms other than leadership, such as maintenance processes which implicate pressures toward conformity, cohesiveness, and morale, or psychological processes which involve the expected and attainable rewards individuals seek. In these and other aspects of organizational functioning, the kind of enterprise and its task setting also present important variables for attention and analysis. Nevertheless, the study of leadership does provide a useful framework within which to see organizational events more coherently. Increasingly, its study has come to be focused on a system of relationships rather than solely on the leader's attributes and actions. This distinction between the leadership process and the leader is a significant outgrowth of the so-called situational approach. The characteristics of the leader, as a person occupying a central role in this process, are inportant precisely because that role carries a greater potential for initiative and influence. But the effects of these characteristics, especially with regard to style, must be gauged in light of the attributes and perceptions of the led and of the structure and setting within which the leader and followers interact for the achievement of specifiable organizational ends. As a convenience, the terms style, structure, and setting are helpful in making these elements explicit. Much of the work on organizational leadership has revealed a concern with

Task and social-emotional leadership role performance.

Abstract: Data are presented to test the effects of particular social-environmental conditions on task and social-emotional leadership role performance and role differentiation. Specific conditions studied were: (1) basis for leadership: election, emergence, and counter-election; (2) the nature of the goal: consensus and non-consensus; and (3) the nature of the reward system: equal pay and differential pay. Generally, the findings indicate that leadership basis had the largest impact on role differentiation, and that this impact was transmitted through its effect on the social-emotional performance of the task leader.

A Transformational Approach to Teaching Composition.

Abstract: position are accustomed to the complaint from parents, employers, and other educators, "Students can't write. They aren't taught grammar anymore." Yet we are aware of the apparent lack of carry-over of knowledge of a grammatical system, whether it be traditional, structural, or transformational, to accuracy in sentence structure or refinement of style, and conclude that "Grammar doesn't help." Transformational grammar, however, instead of largely providing a method of analyzing sentences, as the traditional and structural systems do, approaches grammar through the generation, or building, of sentences. This aspect would seem to hold promise for teachers of composition. If students observe how skilled writers construct sentences-that

Before Transformational Grammars: The Case for Data Gathering

Abstract: 1 Supported in part by the U.S. Office of Education Grant OEG 9-242178-2129-032 to the Center for Research and Development on the Improvement of the Teaching of Handicapped Children. In almost every area of research other than that of the language development of children, there are many acceptable conceptual frameworks within which to carry out investigations. This does not appear to be true in the study of child-language development, however, because there seems to be no legitimate alternate to the official (transformational) theory. It is not that it is fashionable,

Party Organization and Leadership

Abstract: After the party was inaugurated in November, 1964, the first Komeito activity was to prepare for the 1965 House of Councillors election. Six of the fifteen incumbents in the upper house (House of Councillors) had to stand for re-election, and it was decided to increase the number of candidates to fourteen. Of these fourteen, eleven were subsequently elected, increasing Komeito’s representation to twenty of the 250 seats.