Showing papers on "Transformational leadership published in 1981"
Book•
01 Jan 1981
TL;DR: This book presents a meta-leadership framework for a post-modern view of leadership that considers the role of language, identity, and self-consistency in the development of leaders.
Abstract: Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration
7,693 citations
TL;DR: In this article, the authors present a model of leadership succession, based on prior research, group process literature, and logical analysis, and then attempt to specify a model for leadership succession.
127 citations
TL;DR: In this article, two contrasting concepts of participatory leadership are discussed: theory into practice and participatory learning. And they are compared in the Leadership for the Twenty-first Century (LFTW) conference.
Abstract: (1981). Two contrasting concepts of participatory leadership. Theory Into Practice: Vol. 20, Leadership for the Twenty-first Century, pp. 225-228.
5 citations
TL;DR: In this paper, a conceptual analysis of the word leadership is presented, followed by an exploration of the problems of evaluation concerned with the morality of leadership, and four characteristics of leadership are identified: a person acting as a centre of authority; a group of people whose actions are directed from this centre; the acknowledged right to execute power; the interactional relation between leader and followers.
Abstract: This article consists of a conceptual analysis of the word leadership followed by an exploration of the problems of evaluation concerned with the morality of leadership. The following four characteristics of leadership are identified: a person acting as a centre of authority; a group of people whose actions are directed from this centre; the acknowledged right to execute power; the interactional relation between leader and followers. The logic of leadership does not entail any judgement about the moral quality of leadership. However, since effective leadership can indeed be morally evil crucial moral questions should be raised in this respect. In conclusion the political philosophy of Plato is used to illustrate another aspect of leadership, namely that it should create the conditions for citizens to become leaders of themselves, that is, persons whose lives are under the control of their reason.
1 citations
01 Nov 1981
TL;DR: In this article, the authors compared interindividual to intraindividual research strategies to explain differences between individuals such as leaders and non-leaders and the latter explains differences within leaders, and suggested that inter-individual strategies are better than interindividual strategies for demonstrating the role personality characteristics play in leadership, and that researchers should use leadership measurements which are related to work behaviour rather than use general personality trait measurements.
Abstract: : This paper discusses three issues relevant to leadership personality research The first compares interindividual to intraindividual research strategies The former explains differences between individuals such as leaders and nonleaders and the latter explains differences within leaders It is suggested that intraindividual strategies are better than interindividual strategies for demonstrating the role personality characteristics play in leadership The second discusses situationally determined leadership measurements It is recommended that researchers should use leadership measurements which are related to work behaviour rather than use general personality trait measurements The third reviews the relationship between personality variables and leadership behaviours It is pointed out that leadership research has concentrated on identifying the personality characteristics of leaders and the behaviours they use but few attempts have been made to link the two sets of variables (Author)