Showing papers on "Transformational leadership published in 1978"
TL;DR: The Contingency Model as mentioned in this paper provides a conceptual framework which enables to explain the effects of such change-inducing conditions such as organizational turbulence, leadership experience, training, and job rotation.
Abstract: Publisher Summary This chapter describes the contingency model and the dynamics of the leadership process. The Contingency Model provides a conceptual framework which enables to explain the effects of such change-inducing conditions as organizational turbulence, leadership experience, training, and job rotation. The integrating concept in the dynamic interpretation of this theory is the leader's situational control and influence, which, as it changes, brings about a corresponding change in the leader's behavior and performance. The Contingency Model has a number of shortcomings that need to be remedied as new research data become available. Specifically, there is need of a conceptually cleaner definition and a better metric of the situational control dimension, and it is necessary to continue research on personality and behavioral correlates of LPC, and on the effect of this variable on interpersonal encounters outside the leadership context. In addition, it is important to seek concepts which integrate different leadership theories of proven worth. The interpretation of the situational control dimension as a correlate of uncertainty and anxiety is a promising development in this direction. Leadership, and the authority relationship of which it is a part, is a central and important phenomenon in our everyday life. It plays a powerful role in the governance of our institutions and our society, and it makes obvious the critical need for understanding, developing, and improving the leadership resources at our disposal.
384 citations
4 citations
01 Feb 1978
TL;DR: In this paper, the transactional approach to leadership is discussed as a social exchange relationship and the dynamics of leader-follower relations are applied as the general term for the process of two way influence between the leader and followers.
Abstract: : The transactional approach to leadership is discussed as a social exchange relationship. Leadership dynamics is applied as the general term for the process of two way influence between the leader and followers. Results are presented from several experiments on the effects on follower responsiveness of the leader's legitimacy, in appointment or election. Implications are drawn as well for the effects of sex composition and task set on leader-follower relations. (Author)
3 citations
1 citations
TL;DR: The Leadership Style Inventory (LSI) as discussed by the authors was developed to measure the four primary leadership styles of &dquo; tell,&dqo; sell,&dq; consult and join, described by Tannenbaum and Schmidt (1973).
Abstract: While instruments already exist that allow students and managers to assess their leadership characteristics, many of these are extremely complex to score and/or interpret. Still others leave participants feeling that their responses are forced and unrealistic. In most cases, then, the instructor is faced with questions of validity from unhappy respondents. The ideal instrument, from a training point of view, would have a high degree of face validity, could be scored relatively easily, and would provide insights for the respondent about his/her actual leadership behavior. To this end, the Leadership Style Inventory (LSI) was developed which measures the four primary leadership styles of &dquo;Tell,&dquo; &dquo;Sell,&dquo; &dquo;Consult,&dquo; and &dquo;Join&dquo; described by Tannenbaum and Schmidt (1973).* *
1 citations