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Leadership

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Articles 391 - 418 of 418

Full-Text Articles in Organizational Behavior and Theory

Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer May 2007

Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer

Organization Management Journal

The leadership of Robert Oppenheimer, Director of the Los Alamos Laboratory during WWII, serves as a vivid lesson in leadership. The recollections of those who worked with Oppenheimer at Los Alamos clearly attribute much of the success of the laboratory to Oppenheimer’s leadership. Of specific interest are: Oppenheimer's efforts in recruiting, his ability to create a sense of meaning and purpose at the laboratory, his technical competence, and his ability to generate commitment and involvement among members of the laboratory.

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The International Protean Career: Four Women’S Narratives, Marian Crowley-Henry, David Weir Jan 2007

The International Protean Career: Four Women’S Narratives, Marian Crowley-Henry, David Weir

Articles

In this paper, we share individual narratives outlining the experiences of four well-educated western women following a permanent international career in the South of France. By virtue of detailed interview transcripts and contextual information regarding the specificity of the location in question, a comprehensive picture of the experiences and choices of individual women in leadership business positions on an international level is painted. Our aim is not to generalise the findings to a wider population, but to gain an insight into the depth and complexity of career issues for women in general, and particularly for women working in a foreign …

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Fostering Emotional And Social Intelligence In Organizations, Craig R. Seal, Richard E. Boyatzis, James R. Bailey Dec 2006

Fostering Emotional And Social Intelligence In Organizations, Craig R. Seal, Richard E. Boyatzis, James R. Bailey

Organization Management Journal

This paper integrates diverse research to provide a theoretical model of the process whereby emotional and social intelligence (ESI) is fostered in organizations. The purpose of this paper is to provide: (1) an overview of the theory of ESI, including the historical contributions and current conceptualizations; (2) the impact of ESI on performance, including the research evidence and examples of organizations using ESI; (3) developing ESI competencies and a model for desirable, sustainable change; and (4) a call to action for education and management, including guidelines for fostering ESI in organizations. Unlike general intelligence or personality, the key assumption and …

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Fostering Emotional And Social Intelligence In Organizations, Craig R. Seal, Richard E. Boyatzis, James R. Bailey Dec 2006

Fostering Emotional And Social Intelligence In Organizations, Craig R. Seal, Richard E. Boyatzis, James R. Bailey

Organization Management Journal

This paper integrates diverse research to provide a theoretical model of the process whereby emotional and social intelligence (ESI) is fostered in organizations. The purpose of this paper is to provide: (1) an overview of the theory of ESI, including the historical contributions and current conceptualizations; (2) the impact of ESI on performance, including the research evidence and examples of organizations using ESI; (3) developing ESI competencies and a model for desirable, sustainable change; and (4) a call to action for education and management, including guidelines for fostering ESI in organizations. Unlike general intelligence or personality, the key assumption and …

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Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker Dec 2006

Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker

Organization Management Journal

Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different perspectives, including employee perceptions, leadership behaviors, and management programs. Despite positive rhetoric, programs designed to increase empowerment seldom achieve the benefits promised. Inconclusive and seemingly contradictory outcomes stem from the fact that few companies give employees significant control and access to management information. A half century of research suggests that empowerment strategies can offer real benefits. We outline facilitating conditions for effective empowerment, including characteristics of organizations, leaders, employees, and the work itself.

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Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker Dec 2006

Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker

Organization Management Journal

Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different perspectives, including employee perceptions, leadership behaviors, and management programs. Despite positive rhetoric, programs designed to increase empowerment seldom achieve the benefits promised. Inconclusive and seemingly contradictory outcomes stem from the fact that few companies give employees significant control and access to management information. A half century of research suggests that empowerment strategies can offer real benefits. We outline facilitating conditions for effective empowerment, including characteristics of organizations, leaders, employees, and the work itself.

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An Evaluation Of How Organizational Culture Can Perpetuate A Formal Mentoring Relationship, Daniel J. Rieker Mar 2006

An Evaluation Of How Organizational Culture Can Perpetuate A Formal Mentoring Relationship, Daniel J. Rieker

Theses and Dissertations

The purpose of this research was to investigate how an organization's culture can have an effect on formal mentoring. Specifically, this thesis sought to determine if perceptions among gender, ethnicity, and organizational position differ for mentoring and organizational culture. Additionally, this thesis sought to determine if any correlations may exist between organizational culture and formal mentoring overall.

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The Sales Managers' Implicit Personality Theory And Leadership Variables, Gordon Gunn Mosley Jan 2006

The Sales Managers' Implicit Personality Theory And Leadership Variables, Gordon Gunn Mosley

Doctoral Dissertations

The purpose of this study was to explore the relationship of sales managers' implicit personality theory and various leadership variables provided to salespeople by their sales managers. Several bodies of literature were reviewed for this study from the educational psychology, management, leadership, and marketing/sales disciplines. More specifically, this study addressed the following research questions: (1) What effect does sales managers' implicit personality theory have on the nature of the feedback they provide to their salespeople? (2) What effect does sales managers' implicit personality theory have of the transformational leadership they provide to their salespeople? (3) What effect does sales managers' …

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The Effects Of Transformational And Transactional Leadership On Job Satisfaction Affective Commitment And Turnover Intentions Among Teleworkers, Janet L. Bryant Apr 2003

The Effects Of Transformational And Transactional Leadership On Job Satisfaction Affective Commitment And Turnover Intentions Among Teleworkers, Janet L. Bryant

Psychology Theses & Dissertations

This study is among the first to examine the influence of leadership among teleworkers. Effects of transformational and transactional leadership on job satisfaction, affective commitment, and turnover intentions were examined in a secondary data analysis of 128 teleworkers. Hierarchical linear regression results support the influence of both forms of leadership on these outcomes, although an augmentation effect for transformational leadership was observed only for affective commitment and turnover intentions. Findings from moderated regression analyses indicate that the effect of transformational leadership degrades with increasing telework frequency. This study shows that leadership is important in telework arrangements, although the manner in …

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Trust In Leadership: Meta-Analytic Findings And Implications For Research And Practice, Kurt T. Dirks, Donald L. Ferrin Aug 2002

Trust In Leadership: Meta-Analytic Findings And Implications For Research And Practice, Kurt T. Dirks, Donald L. Ferrin

Research Collection Lee Kong Chian School Of Business

In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework …

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Leadership And Power : Ethical Exploration, Edited By S K Chakroborty And Pradip Bhattacharya, Oxford University Press, 2001., R C Sekhar Dec 2001

Leadership And Power : Ethical Exploration, Edited By S K Chakroborty And Pradip Bhattacharya, Oxford University Press, 2001., R C Sekhar

IIMB Management Review

This book is a collection of essays by twenty-nine authors of very varied persuasions and professional backgrounds, nine of whom are on-Indians. Most of them have a common concern for the perverse and unethical use of power. Some of them also see visions of a positive use of leadership and power in the future.

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Reflections On Leadership, G T Jejurikar Mar 2001

Reflections On Leadership, G T Jejurikar

IIMB Management Review

No abstract provided.

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Leadership Games : Experiential Learning For Organizational Development By Stephen S Kaagan, Response Books, 1999, Pp 187, Price: Rs 225 (Paperback)., Vijay Padaki Mar 2001

Leadership Games : Experiential Learning For Organizational Development By Stephen S Kaagan, Response Books, 1999, Pp 187, Price: Rs 225 (Paperback)., Vijay Padaki

IIMB Management Review

T here are two ways of looking at this book. We can look at the 25 exercises that the author has described in near manual form or we may look at the experience of the author backing the exercises. Many trainers and consultants seeking additions or replacements to their wellworn (and worn out) repertoire of experiential exercises will welcome the collection. They will no doubt change the titles, modify the layout, and alter the operating details to display them as original creations, but if they benefit from the exercises, as I am sure they will, it will be a major …

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Talking The Walk, J Ramachandran Mar 2001

Talking The Walk, J Ramachandran

IIMB Management Review

Sharing their perspectives on leadership in the IIMB invitation Seminar Panel Discussion were Lt Gen V R Raghavan, Kiran Mazumdar, Narendra Pani, Avtar Monga, and B V Jagadish.

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Charismatic Leadership In Organisations By Jay A Conger And Rabindra N Kanungo, Sage Publications, 1998, Pp.228, Price $59.00 (Cloth), $25.95 (Paper)., V Uberoy Mar 2001

Charismatic Leadership In Organisations By Jay A Conger And Rabindra N Kanungo, Sage Publications, 1998, Pp.228, Price $59.00 (Cloth), $25.95 (Paper)., V Uberoy

IIMB Management Review

This book is a continuation of the earlier research work published by the authors in 1988 in their book Charismatic Leadership. They trace its evolution in the intervening decade as an 'intellectual journey' undertaken by scholars on the subject. 

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Leadership In State Owned Enterprises, Reena Ramachandran Mar 2001

Leadership In State Owned Enterprises, Reena Ramachandran

IIMB Management Review

Enterprise management has undergone revolutionary changes in the past decade in terms of structure, response mechanism, communication process, people relationships and involvement, environment and social concerns and gender dimensions.

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Leadership : Myths And Realities Robert J Allio, 1999, New Delhi, Tata Mcgraw-Hill, Pp 237, Price: Rs 325 (Cloth)., K Unnikrishnan Nair Mar 2001

Leadership : Myths And Realities Robert J Allio, 1999, New Delhi, Tata Mcgraw-Hill, Pp 237, Price: Rs 325 (Cloth)., K Unnikrishnan Nair

IIMB Management Review

There has been a spate of books on leadership in the recent past, and most of them promise far more than they deliver, conceptually and practically. Allio's book, however, comes as a pleasant surprise. Conceptually, Allio is rooted well. He doesn't consider leadership as an isolated phenomenon. Nor does he swear by any particular theory, theorist, approach, or paradigm. Leadership, for him, covers both the process of influencing as well as the quality of the influencer. Particularly, Allio emphasises that this process of leadership is a participative process, where, in accordance with the contextual needs, both the followers and the …

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Managers As Leaders, Prasad Kalpa Mar 2001

Managers As Leaders, Prasad Kalpa

IIMB Management Review

Discussing the leadership dimensions of executive development with Prasad Kaipa were Maj Gen Dr V Uberoy, of Pegasus HRD Centre , Bangalore; R Varadarajan of Mithya Institute for Learning and Knowledge Architecture; Vasanthi Srinivasan, Visiting Faculty, HR & OB, lIMB; N Balasubramanian, Visiting Professor and Chief Editor, liMB Management Review, and other members of the liMB faculty.

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Power And Influence In Organizations: Edited By Roderick M Kramer And Margaret A Neale, New Delhi: Sage Publications, 1998., Abhoy K Ojha Jun 2000

Power And Influence In Organizations: Edited By Roderick M Kramer And Margaret A Neale, New Delhi: Sage Publications, 1998., Abhoy K Ojha

IIMB Management Review

Power and Influence in Organizations examines the role of social influence in organisations. It is a compilation of edited versions of papers presented at a conference at Stanford University. Unlike some other collections of essays from conferences that are subsequently released as books, the articles in this volume display a very high degree of academic depth and rigour. Most, if not all, articles could easily meet the requirements of the refereeing process of a premier journal in the field of organisational studies.

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The Trusted General Manager And Unit Performance: Empirical Evidence Of A Competitive Advantage, James H. Davis, F. David Schoorman, Roger C. Mayer, Hwee Hoon Tan May 2000

The Trusted General Manager And Unit Performance: Empirical Evidence Of A Competitive Advantage, James H. Davis, F. David Schoorman, Roger C. Mayer, Hwee Hoon Tan

Research Collection Lee Kong Chian School Of Business

Employee trust for the general manager is proposed as an internal organizational characteristic that provides a competitive advantage for the firm. This paper empirically examines the relationship between trust for a business unit's general manager and organizational performance. Trust was found to be significantly related to sales, profits and employee turnover in the restaurant industry. Managers who were either more or less trusted differed significantly in perceptions of their ability, benevolence and integrity.

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Need Fulfilment, Leadership Styles And Effectiveness: A Study Of Two Indian Organisations, Reeta Mohan, Rajeev Mohan Sep 1999

Need Fulfilment, Leadership Styles And Effectiveness: A Study Of Two Indian Organisations, Reeta Mohan, Rajeev Mohan

IIMB Management Review

Need fulfilment of an individual in an organisation is very important, because the success of the organisation depends upon the level of motivation of its members, and the appropriateness of the leadership pattern in a particular situation. An extremely motivated group of employees can help the organisation sustain itself even in the worst environmental conditions. On the other hand, its success might be jeopardised if its employees are not motivated toward work. Working on the theory that the needs and values of the leaders may have considerable influence on the type of leadership behaviour they choose, and the fact that …

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Mother Leadership: By R P Banerjee, Wheeler Publishing, 1998, R Parthasarathy Mar 1999

Mother Leadership: By R P Banerjee, Wheeler Publishing, 1998, R Parthasarathy

IIMB Management Review

No abstract provided.

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When "Reason" Is In The Eye Of The Beholder: A Reexamination Of The "Reasonable Man" Standard As Applied To Organizational Management, James R. Jones Apr 1998

When "Reason" Is In The Eye Of The Beholder: A Reexamination Of The "Reasonable Man" Standard As Applied To Organizational Management, James R. Jones

Marketing and Management Faculty Proceedings & Presentations

“Specifically, issues of race, gender, disability, status, etc. provide a new context in which to judge the reasonableness of an individual’s actions.” The concept of the "reasonable man" is one of long standing in the legal profession of the United States. As the United States has become an increasingly polyglot society, the need to reexamine the sufficiency of a single "reasonable man" standard is clear. Specifically, issues of race, gender, disability status, etc. provide a new context in which to judge the reasonableness of an individual's actions.

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The Impact Of Leadership Style And Subordinate Charisma On Organizational Outcomes, Amy L. Vick Jul 1993

The Impact Of Leadership Style And Subordinate Charisma On Organizational Outcomes, Amy L. Vick

Psychology Theses & Dissertations

Three hundred and forty members of the administration and finance departments in a loc~l university participated in a study designed to examine the relationships between leadership style (transformational, transactional, laissez-faire) and job satisfaction, rated leader effectiveness, effort, group cohesiveness, performance, group effectiveness, organizational involvement, role clarity, role conflict, intent to turnover, and absenteeism. Correlation and regression analyses indicated that transformational leadership often is associated with improved levels of important work outcomes. In addition, regardless of leadership style, followers high in charisma are more satisfied when their leader demonstrates a lower level of charisma. Lastly, the "falling dominoes" effect of transformational …

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A Test Of Bass's Model Of Transformational Leadership Among Managers In The Dominican Republic, Nancy Urbaez Echavarria Jul 1993

A Test Of Bass's Model Of Transformational Leadership Among Managers In The Dominican Republic, Nancy Urbaez Echavarria

Psychology Theses & Dissertations

This study tested the generalizability of Bass's theory of transformational leadership to employees of a company in the Dominican Republic. A Spanish translation of Bass's Multifactor Leadership Questionnaire (MLQ) was used to assess the leadership styles. The factor structure for Dominican workers was not identical to the structure observed in United States samples. Nevertheless, the pattern of results followed rather closely the pattern observed in United States samples. Consistent with research conducted in the U.S., subordinates who had transformational leaders reported more satisfaction and effectiveness and greater effort and organizational innovativeness than subordinates who had transactional or laissez faire leaders. …

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Corporate Success And Transformational Leadership By P. Singh And Asha Bhandarkar, New Delhi: Wiley Eastern Limited, 1990., G K Valecha Dec 1991

Corporate Success And Transformational Leadership By P. Singh And Asha Bhandarkar, New Delhi: Wiley Eastern Limited, 1990., G K Valecha

IIMB Management Review

No abstract provided.

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Managing People At Work By Mahfooz A. Ansari, New Delhi: Sage Publication, 1990., G K Valecha Dec 1990

Managing People At Work By Mahfooz A. Ansari, New Delhi: Sage Publication, 1990., G K Valecha

IIMB Management Review

No abstract provided.

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The Politics Of Aging And Rural Social Services: An Exploratory Analysis, Roger A. Lohmann Aug 1978

The Politics Of Aging And Rural Social Services: An Exploratory Analysis, Roger A. Lohmann

Faculty & Staff Scholarship

The advent of federal funding for rural social services during the late 1960s and 1970s brought about changes in the political organization of rural America. A host of new organizational actors, like Area Agencies on Aging and various local aging agencies were created in rural communities across the country, in the wake of Baker v. Carr with its “one man/one vote” principle and funding through programs like the Economic Opportunity Act and the Older Americans Act. This article details a leadership succession model suggesting that local leadership of aging interests went through at least four distinct phases during this time: …

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