Showing papers on "Transformational leadership published in 1986"

The transformational leader

Abstract: The Themes, The Protagonists, The Transformational Drama. RECOGNIZING THE NEED FOR REVITALIZATION. The Gathering Storm. Overcoming the Resistance to Change. CREATING A NEW VISION. Diagnosing the Problem. Creating a Motivating Vision. Mobilizing Commitment: Getting People Signed on to the Mission. INSTITUTIONALIZING CHANGE. Creative Destruction: Reweaving the Social Fabric. The Leader as Social Architect I: Making Bureaucracy Behave. The Leader as Social Architect II: Motivating People. EPILOGUE. History Repeats Itself. Notes. References. Index.

Theories of Educational Management

Abstract: The Importance of Management for Education Models of Educational Management Formal Models Collegial Models Political Models Subjective Models Ambiguity Models Cultural Models Conclusion

The Transformational Leader: The Key to Global Competitiveness

Abstract: The Themes, The Protagonists, The Transformational Drama. RECOGNIZING THE NEED FOR REVITALIZATION. The Gathering Storm. Overcoming the Resistance to Change. CREATING A NEW VISION. Diagnosing the Problem. Creating a Motivating Vision. Mobilizing Commitment: Getting People Signed on to the Mission. INSTITUTIONALIZING CHANGE. Creative Destruction: Reweaving the Social Fabric. The Leader as Social Architect I: Making Bureaucracy Behave. The Leader as Social Architect II: Motivating People. EPILOGUE. History Repeats Itself. Notes. References. Index.

Leadership in the Organizational Context: A Conceptual Approach and its Applications1

Abstract: The present research reviewed the literature on leadership, and noted the lack of a well-founded theoretical conception of leadership that would provide a general, cross-situational approach to leadership identification and develoment. Subsequently, it was suggested systems theory might be used to gain some understanding of leadership as it occurs in bureaucratic organizations. This led to the hypothesis that formal leadership activities will always be focused on the attainment of certain goals specified in the leadership role, and so will represent a form of problem-solving activity. The literature supporting this hypothesis was reviewed. The personal characteristics of a leader which would be likely to facilitate goal attainment and problem solving across situations were outlined as well as certain problem-specific processes. Finally, some implications of this approach to leadership identification and development were considered.

Relation between Transformational vs Transactional Leadership Preference and Subordinates' Personality: An Exploratory Study

Abstract: The present study was designed to explore the possible links between subordinates' personality traits and their preference for transformational vs transactional leadership style. 87 undergraduate men were required to imagine an “ideal leader” in a work situation and then go through Bass' (1984) Multifactor Leadership Questionnaire, Form 4, to describe the behavior of this ideal leader. Subjects also completed the Affiliation, Achievement, and Succorance subscales of the Edwards Personal Preference Schedule as well as a conformity rating scale. Affiliation correlated significantly with charisma, individualised consideration, and the over-all transformational leadership measure. The personality trait of conformity also correlated significantly with intellectual stimulation, indicating that “nonconformers” prefer leaders who provide intellectual stimulation. There was also a tendency for high achievers to favor such leaders. None of the other ratings of subordinates' personality traits correlated significant...

Schools as Knowledge Work Organizations: Perspectives and Implications from the New Management Literature.

Abstract: The authors argue that the knowledge work metaphor is the most powerful image of schools for understanding reform. Using themes from the new management literature, such as shared decision making, collegiality, innovation, and experimentation, as additional guides for school improvement, the authors develop a case for systemic reform based on the professionalization of teaching and the integration of theory, research, and practice, Finally, transformational leadership is presented as the key to facilitating systemic reform.

[The effects of leader saliency and group performance on followers' perception of leader behavior].

Abstract: While much leadership research assumes that leader behavior affects group performance, this paper argues for the reverse causality. Effects of leader saliency and group performance on followers' ratings on leader behavior (initiating structure and consideration) were examined in 242 male workers engaged in railway traffic. As a measure of leader saliency, Kerr and Jermier (1978)'s substitutes for leadership scale (reward, spatial contact, and guidance) were applied. Followers' ratings on initiating structure and consideration were significantly higher for those who evaluated leader saliency as high. Similarly, each leader behavior was rated higher by subjects with higher group performance. With the causal relations revealed by previous experimental studies, it was concluded that followers' perception of leadership behaviors might reflect the level of group performance and leader saliency rather than the leader's objective behavior itself. The implications of these findings for future research and leadership training were discussed.

Discrepancies Between Actual and Aspired Self: A Comparison of Leaders and Nonleaders:

Abstract: In recent years there has been an emphasis in the leadership literature on situational factors in leadership at the expense of traits research. New evidence, however, suggests that the abandon ment of the research for leadership traits may have been premature. This study compares individuals holding defined leadership posi tions with nonleaders on a number of personality dimensions. The results indicate significant differences between the two groups regarding specific traits and the overarching concept of personality congruence. Conclusions are drawn concerning the implications of these findings for those concerned with leadership development.

Leadership: Where and What Is Leadership Excellence?

Abstract: : Leadership represents the interpersonal component of managerial activity. As such, it has to do with leading people, not directly concerned with technical skills or even making excellent decisions. Included is a discussion of addressing leadership at various levels of the organizational hierarchy, how different tasks and different followers necessitate different leadership styles, and how understanding others and communicating with others represent an art of leadership that is aided by a multidimensional integrative approach to tasks and followers. Keywords: Leadership excellence; Decision making; Organizations; Communications; Leadership; Style; Task demands.