Showing papers on "Transformational leadership published in 1977"

Functional leadership behavior: Measurement and relation to social power and leadership perceptions.

Abstract: March 1977, volume 22 The conceptual definition and measurement of functional leadership behavior and its relation to other leadership processes is considered. A general set of leadership functions is developed based on theoretical and empirical considerations and is operationally defined by an interaction coding procedure. This operational procedure seems to be reliable and valid. Highly significant relations among functional behavior, social power, and leadership perceptions are found. The amount of unexplained variance in all three measures, however, is substantial. These findings illustrate the need to retain conceptual distinctions among the three leadership processes and to investigate the dynamics underlying their interrelations. An important factor influencing these interrelations is the situational specificity of person perception processes. It is suggested that in most novel situations, interpersonal perceptions are based on general stereotypes rather than situation specific criteria. The data support this interpretation.*

A Restrictive Theory of Transformational Grammar

Abstract: A set theoretic formalization of a transformational theory in the spirit of Chomsky’s LSLT is presented. The theory differs from Chomsky’s, and more markedly from most current theories, in the extent to which restrictions are imposed on descriptive power. Many well-justified and linguistically significant limitations on structural description and structural change are embodied in the present formalization. We give particular attention to the constructs Phrase Marker and Transformational Cycle providing modifications which offer increases in both simplicity and explanatory power.

Personality and Political Leadership

Abstract: Students of society have long been interested in the phenomenon of leadership and puzzled by the problem of why some people emerge as leaders rather than others. This article will approach the problem mainly in terms of political leadership in the contemporary nation-state, ours in particular. At one time it was generally thought that those who become leaders do so by virtue of their possession in superior degree of certain personal traits-such as stamina, decisiveness, composure-which make it their fate to reach positions of leadership in their organizations or societies. This has been loosely labeled the "great man" theory of leadership. Social science research in the twentieth century seemed for a while to invalidate it. This research gave rise to what has been called "situationism," or the view that the nature of the group's situation at a given time predetermines what traits are likely to bring a certain individual to the fore as the leader and what traits will impede such an outcome in others. According to situationism, qualities making for leadership success in one set of circumstances, might militate against it in another. For example, it could be argued that Winston Churchill's party was defeated in the British national elections held soon after the end of World War II in Europe because the change from a war situation to one of peacetime made the characteristics of Clement Atlee, the Labour party's leader, more appealing to the electorate than those that had earlier propelled Churchill to power as an ideal war leader for embattled Britain. The pendulum's swing from the great man theory to situationism was fol-

A Further Look at Leader Legitimacy, Influence, and Innovation.

Abstract: : A review of the findings of several lines of programmatic research on the interactive features of leadership is provided. Topics dealt with in these studies include: effects of appointment or election of leaders; success or failure of group; replacement of the leader; sex of leader in mixed-sex groups; emergent leadership as a function of quantity and quality of participation in discussion groups; task and personality factors in emergent leadership. (Author)

A study of the relationships among knowledge of leadership theory, behavior, and effectiveness.

Abstract: Training is considered one of the most popular and principal methods to effect change (Bennis, 1973) . This study was intended to focus on three variables related to training as a method to affect change at the knowledge, attitude and behavioral levels. Specifically, the research addresses the concept of change as it relates to knowledge, individual leadership behavior as perceived by the leader and by others and leadership adaptability or effectiveness as perceived by the leader and by others as a result of newly acquired knowledge. The research, based on specific hypotheses, involved the collection of data on three different occasions. At Occasion 1, self-report data was obtained from each of the participants of the study. This data comprised

Leadership as interaction dialogue.

Abstract: Leadership As Interaction Dialogue Harold Lorenzo Hunt, B.A., Wayne State University M.Div., San Francisco Theology Seminary M.Ed. , University of Massachusetts Ed.D. , University of Massachusetts • Directed by: Dr. Norma Jean Anderson This study identifies and analyzes leadership in general and dialogical leadership in particular, with the intention of presenting .leadership as interaction dialogue as a humanistic approach to leadership. The author argues thatthe majority of leadership styles in education have been, and still are, hierarchal, dogmatic and declarative. The researcher projects that in the midst of leadership styles that tend to oppress and repress teachers and students alike, there is a need for dialogue that is interactive and humane. First, the historical perspective of dialogics and antidialogics is investigated to show the contrast between authoritarian and democratic forms of leadership. Secondly, aspects of the human character structure that impede and/or facilitate dialogue are presented to explain why a history of miscalculation has permeated conflict between educators and students, i.e., Wilhelm Reich. Thirdly, some major leadership styles are investigated (Platonic, Management and Liberation) to contrast the goals and intentionalities of these styles which are domination, manipulation and release, versus interaction, affirmation and mutual participation with the goals of leadership as interaction dialogue. Finally, the author presents leadership as interaction