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Leadership And Performance In Various Group Dynamics, Jonathan Fedczuk
Leadership And Performance In Various Group Dynamics, Jonathan Fedczuk
Business/Business Administration
This thesis will begin by providing a summary of the differences between flat and tall organizations. The bulk of the research will aim to explore leadership styles and demands that are effective in flatter organizations. More specifically, it will examine several aspects of autocratic and participative leadership in relation to managerial success. It will also assess certain need satisfactions of managers in flat organizations and the extent to which they have achieved success. The second portion of this thesis is intended to explore whether structural differences influence performance. A number of laboratory studies are evaluated to measure performance in tall …
Influence Tactics And Leadership Effectiveness In Turkey And Usa : Mediating Role Of Subordinate Commitment, Cuneyt Gozu
Influence Tactics And Leadership Effectiveness In Turkey And Usa : Mediating Role Of Subordinate Commitment, Cuneyt Gozu
Legacy Theses & Dissertations (2009 - 2024)
The purpose of the present research was to investigate managerial influence processes in Turkey and the USA. Two survey studies were conducted to explore three objectives. First, the role of core tactics (rational persuasion, consultation, collaboration, and inspirational appeals) in target commitment was examined. Second, the impact of target commitment on the relationship between influence tactics and leadership effectiveness was investigated. Third, whether previous findings of earlier cross-cultural research with scenarios can be verified with a stronger research method was explored.
Applying Trait And Situational Leadership Approaches To Assess Theoretical Antecedents Of Managers' Work-Life Supportive Behaviors, Sue A. Epstein
Applying Trait And Situational Leadership Approaches To Assess Theoretical Antecedents Of Managers' Work-Life Supportive Behaviors, Sue A. Epstein
Legacy Theses & Dissertations (2009 - 2024)
Managers' work-life supportive behaviors positively impact the usage of work-life programs, help reduce work-life conflict, and improve additional organizational and individual outcomes (e.g., job satisfaction, turnover intentions) (Foley, Linnehan, Greenhaus, & Weer, 2006). These behaviors include helping their subordinates rearrange their work schedules and encouraging subordinates' use of organizational work-life policies (e.g., flextime, job sharing, leave programs) (Mesmer-Magnus & Viswesvaran, 2006). While the benefits of such targeted leadership have been well studied, the predictors of managerial work-life supportive behaviors have received little attention. In this research, the trait and situational approaches to effective leadership are used as the basis for …
How Management Level And Environmental Dynamism Are Related To Change Behavior And Unit Performance, Eric C. T. E. Larsen
How Management Level And Environmental Dynamism Are Related To Change Behavior And Unit Performance, Eric C. T. E. Larsen
Legacy Theses & Dissertations (2009 - 2024)
A survey study was conducted to determine how management level and environmental dynamism affect change leadership by managers and its impact on work unit performance. An on-line survey was used to obtain data from subordinates of the managers in many different organizations. The results showed that change-oriented behavior was used more by high level managers than by low level managers, and when the environment was dynamic rather than relatively stable. Management level enhanced the effects of a manager's change behavior on unit performance, and the enhancing effect of dynamism was marginally significant. The results are consistent with theories about the …
A Multidimensional Analysis Of The Relationship Between Leader-Member Exchange And Organizational Citizenship Behavior With An Alternative Measure Of Leader-Member Exchange, Yann-Jang Wu
Legacy Theses & Dissertations (2009 - 2024)
Leader-Member Exchange (LMX) theory proposed that a leader will develop a unique exchange pattern with each subordinate (Liden, Wayne, & Stilwell, 1993). Empirically, LMX has shown significant associations with many work outcomes (Gerstner & Day, 1997). One of these valued outcomes is organizational citizenship behavior (OCB), which is defined as action enacted beyond one's assigned duties on the job (Farh, Podsakoff, & Organ, 1990). Positive correlations between LMX and OCB have been demonstrated in previous research (Podsakoff, MacKenzie, Paine, & Bachrach, 2000). Both LMX and OCB were proposed to comprise several sub-factors; nevertheless, correlations between LMX and OCB have always …
The Influence Of Leader Behavior Patterns On Leader Effectiveness And Follower Satisfaction, Minsu Lee
The Influence Of Leader Behavior Patterns On Leader Effectiveness And Follower Satisfaction, Minsu Lee
Legacy Theses & Dissertations (2009 - 2024)
A survey field study was conducted to analyze the impact of task-oriented and relations-oriented behaviors on leadership effectiveness and subordinate satisfaction. The current study not only looked at the simple relationships among variables, but also examined on the possibility of curvilinear relationships and additive effects versus multiplicative effects in predicting leader effectiveness and follower satisfaction.
The Influence Of Leader Behaviors On The Leader-Member Exchange Relationship, Mark Edward O'Donnell
The Influence Of Leader Behaviors On The Leader-Member Exchange Relationship, Mark Edward O'Donnell
Legacy Theses & Dissertations (2009 - 2024)
Most studies examining the relationship between leader behavior and leader-member exchange (LMX) have examined only one or two leader behaviors, and many studies have employed composite leader behavior measures. The exclusive use of composite measures eliminates the examination of more distinct behaviors that may have substantially different effects on LMX. For example, composite measures of transformational leadership behavior often include a broad range of distinct leader behaviors, such as supporting, developing, leading by example, envisioning change, and encouraging innovative thinking (Bass & Avolio, 1990). The composite measures of transformational leadership do not include some important relations-oriented behaviors, such as consulting, …