Showing papers on "Transformational leadership published in 1987"

Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings

Abstract: Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A series of research hypotheses is offered.

Transactional and Transformational Leadership: A Constructive/Developmental Analysis

Abstract: The transactional and transformational theories of leadership developed by Burns (1978) and Bass (1985) are clarified and extended by using a constructive/developmental theory to explain how critical personality differences in leaders lead to either transactional or transformational leadership styles. The distinction between two levels of transactional leadership is expanded, and a three-stage developmental model of leadership is proposed.

Transformational Leadership and the Falling Dominoes Effect

Abstract: This investigation examined the practice of tranformational leadership at two levels of management in a New Zealand government agency. Transformational leadership was defined as the extent to which...

Leadership and outcomes of performance appraisal processes

Abstract: The extent to which transactional and transformational leadership practices are related to the attitudinal and rated performance outcomes of a performance appraisal process was examined in this study involving 256 managers in a large business organization. Results indicated that only aspects of transformational leadership were related to performance appraisal scores. However, the contingent reward factor of transactional leadership, as well as all factors of transformational leadership, were related to satisfaction with performance appraisal processes. Management-by-exception was associated with lower satisfaction. Conclusions were drawn regarding the need for active transactional and transformational leadership in the performance appraisal process.

Leadership and management.

Abstract: Management and leadership are key ingredients in the future of the American Oc· cupational Therapy Association. Ben· nis and Nanus (1985) define manage· ment as doing the right thing and leadership as doing things right. There is a need to establish a partner· ship between management and lead· ership, because both are critical to our success in the future. This article focuses on association management as doing things right through planned growth and accountability. The dis· cussion of leadership, or doing the right thing, centers around the con· cept of trans/ormative leadership as presented by Bennis and Nanus (1985) In comparing our Association to the rest of the health, education, and human service industries, we must credit, in large part, our volunteer and national office staff management teams for our successes. Our profes· sion's philosophic beliefs and values also set us apart. Although we spend countless hours trying to maintain a stable association management sys· tem, we seem somewhat reluctant to promote that which we have worked so long and hard to develop-our profession. In today's society it wou ld be unrealistic if we attempted to keep our Association viable and competitive without accepting the responsibility for being accountable for our profes· sion's philosophical beliefs and val· ues. A primary tenet of the responsi· bilities of a successful enterprise, and therefore a successful association, is the unequivocal acceptance of the necessity for accountability of the profession. To manage, an accounta· bility principle needs to be estab· lished and I propose that our princi· pie be stated as \"Our Association shall Elnora M. Gilfoyle

A New Vision of Leadership

Abstract: Research on leadership is reviewed, beginning from the now abandoned idea of the “born” leader. The present view of the three elements important for the understanding and practice of leadership are personality, leaders' behaviours and situational factors. Beyond that, attempts are now being made to analyse and define the charismatic or visionary leader.

New Business Development: A Challenge for Transformational Leadership

Abstract: This article analyzes how the behavior of CEOs of major divisions of corporations who are successful at new business development differ in behavior from those who attempted new business development programs and failed. Successful top managers affected organization transformation via three major differences in leadership behavior. Successful CEOs inspired pervasive commitment throughout their division. They built confidence in their subordinates' ability to develop new business. Finally, they found ways of applying appropriate disciplines to the process, particularly in the ara of management of failure. Challenges for the HRM function in terms of orchestrating these CEO behaviors are discussed.

The Effectiveness of the Leadership Studies Program.

Abstract: The Leadership Studies Program is designed to fulfill the societal need for future leaders. It is a systematic, comprehensive approach for training average to superior students with leadership potential in grades six through eleven. The major purpose of the program is to give these students the opportunity to acquire the knowledge and skills necessary to achieve optimum growth in leadership development. The program focuses on nine areas necessary for leadership development as derived from the literature on adult leadership training: fundamentals of leadership, written and speech communication, group dynamics, problem solving, values clarification, personal skills, decision making, and planning. As a result of this training, the students who participated in this study gained significantly in all nine areas of leadership as measured by the Leadership Skills Inventory.

Language, leadership, and power.

Abstract: Analysis of language people use at work is an important way of making sense of what goes on in organizations. Words captivate and compel, or hobble and bag. Recognizing the variety, distribution, and relevance of language can help nurse executives understand the subtleties of leadership, varying dimensions of power, and paradoxes of organizational life.

Transformational Leadership: The New Challenge for U.S. Unions

Abstract: The Tichy and Ulrich (1984) framework for transformational leadership is applied within the setting of a number of U.S. trade unions currently undergoing a realignment of their goals and objectives. That framework will be used to delineate both the transformational role being played by leaders in these unions and the opportunities for transformational leadership that are being underutilized.

The Amazing Role of Leadership: You Do Have a Choice

Abstract: What is your leadership style? Do you recognize the skills that enable you to identify with that style? Here's an article that describes the strengths and weaknesses of the several dif ferent styles as well as provides suggestions about how lead ership style affects organizational climate.

Leadership and Logic

Abstract: Leadership is an integral part of the manager's role. The interrelated factors that determine leadership style are analysed: the task itself, the possible responses of the assigned staff and the leadership skills required.

A Construct Validation Study of the Relationship Between Interpersonal Behavior Styles as Described by the Social Style of Behavior Profile and Leadership Styles as Described by the Leader Behavior Analysis

Abstract: The extensive use of leadership training in industry suggests a need for validated information concerning the role of interpersonal behavior in the study of leadership styles. Early leadership research focused primarily on the traits of a leader. Subsequent research has attempted to f a correlation between leader behavior and personality type. Findings indicate that personality typologies, which include attitude and value constructs, are too broad to explain leader behavior. In order to move toward specificity in the study of leadership, it is necessary to determine if interpersonal behavior styles are related to leader behavior. The purpose of this study was to investigate the relationship of variables from data gathered on leadership styles from the Leader Behavior Analysis and variables related to interpersonal behavior reported from the Social Style of Behavior Profile. The dimensions of leadership style flexibility and social style of behavior versatility were also examined. A random sample of 100 corporate employees were used in this study. The research instruments that were tested for independence were the Leader Behavior Analysis and the Social Style of Behavior Profile. The results of this study indicate that the constructs of leadership style and social style are independent dimensions. Additionally, the results of the study indicate that the constructs of leader flexibility and social style versatility are independent dimensions.

Adventures in leadership: the challenges of managing people1

Abstract: Regardless of a manager's industry and level of technology present in the work environment, nothing will be as challenging as successfully filling the role as a "leader" of people. Being a leader does not equate to being a tyrant or an autocratic manager. Leading involves a symbiotic relationship with the followers and the challenge of successfully leading followers in a manner that accomplished organizational objectives while maintaining the highest level of responsibilit y to the followers. In today's business and political environment, the real adventure in leadership is effectively responding to change. Change is the one consistent variable in an organization. It is ever present and defies control. It can be managed, however. Positive response to change and the planned management of change is the result of innovative leadership. To be a successful leader in the management of change, one must first understand the nature of change within the work environment. This means knowing how people change and how organizations change over time. This paper will examine the problematic changes that occur with the aging of people and organizations and how leaders might counteract these age-related changes.