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

/pdf/leadership-in-organizations-7uklakdk5o.pdf

Leadership in Organizations

In this article, we summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis. In total, 48 meta-analyses were conducted, including 26 variables classified as antecedents, 8 as consequences, and 14 as correlates.

A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment

A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium

Previous research on organizational commitment has typically not focused on the underlying dimensions of psychological attachment to the organization. Results of two studies using university employees (N = 82) and students (N = 162) suggest that psychological attachment may be predicated on compliance, identification, and internalization (e.g., Kelman, 19S8). Identification and internalization are positively related to prosocial behaviors and negatively related to turnover. Internalization is predictive of financial donations to a fund-raising campaign. Overall, the results suggest the importance of clearly specifying the underlying dimensions of commitment using notions of psychological attachment and the various forms such attachment can take. In the past decade, the construct of organizational commitment has occupied a prominent place in organizational behavior research (Mowday, Porter, & Steers, 1982; Salancik, 1977; Staw & Ross, 1978). Unfortunately, as Morrow (1983, p. 486) has pointed out, "the growth in commitment related concepts has not been accompanied by a careful segmentation of commitment's theoretical domain in terms of intended meaning of each concept or the concepts' relationships among each other." By her count, there are over 25 commitment-related concepts and measures. Staw (1977), for instance, has noted that the value of commitment as a separate construct distinct from other psychological concepts such as motivation, involvement, or behavioral intention remains to be demonstrated. What is needed are theoretical and operational definitions that clearly differentiate commitment and its components from other re

Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior.

: A review of both laboratory and field studies on the effect of setting goals when learning or performing a task found that specific, challenging goals led more often to higher performance than easy goals, 'do your best' goals or no goals. This is one of the most robust and replicable findings in the psychological literature, with 90% of the studies showing positive or partially positive results. The main mechanisms by which goals affect performance are by directing attention, mobilizing effort, increasing persistence, and motivating strategy development. Goal setting is most likely to improve task performance when the goals are specific and sufficiently challenging, when the subjects have sufficient ability (and ability differences are controlled), when feedback is provided to show progress in relation to the goal, when rewards such as money are given for goal attainment, when the exerimenter manager is supportive, and when the assigned goals are actually accepted by the individual. No reliable individual differences have emerged in goal setting studies, probably because goals were typically assigned rather than self-set. Need for achievement and self esteem may be the most promising individual difference variables. (Author)

https://psycnet.apa.org/doi/10.1037/0033-2909.90.1.125

Goal setting and task performance: 1969–1980.

Research on employee turnover since the Porter and Steers analysis of the literature reveals that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment are consistently and negatively related to turnover. Generally, however, less than 20% of the variance in turnover is explained. Lack of a clear conceptual model, failure to consider available job alternatives, insufficient multivariate research, and infrequent longitudinal studies are identified as factors precluding a better understanding of the psychology of the employee turnover process. A conceptual model is presented that suggests a need to distinguish between satisfaction (present oriented) and attraction/expected utility (future oriented) for both the present role and alternative roles, a need to consider nonwork values and nonwork consequences of turnover behavior as well as contractual constraints, and a potential mechanism for integrating aggregate-level research findings into an individual-le vel model of the turnover process. Employee withdrawal, in the form of turnover, has sustained the interest of personnel researchers, behavioral scientists, and management practitioners. At the macro level, economists and personnel researchers have demonstrated the relationship between turnover rates and the aggregate level of economic activity, employment levels, and vacancy levels (see, e.g., Armknecht & Early, 1972; Forrest, Cummings, & Johnson, 1977; Price, 1977; Woodward, 1975-1976). At the micro level, behavioral research has established a consistent, although generally weak, correlation between job dissatisfaction and turnover (Brayfield & Crockett, 19SS; Locke, 1976; Porter & Steers, 1973; Vroom, 1964; Herzberg, Mausner, Peterson, & Capwell,

Review and Conceptual Analysis of the Employee Turnover Process

A longitudinal study of the effects of a human relations training program on managerial effectiveness.

A field experiment was conducted in a specialty steel plant that was attempting to improve human relations practices. The research design included the use of an experimental and a control group and...

Human Relations Training for Middle Management: A Field Experiment

: A critical review of the military literature indicates that incentives, organization practices, organization climate, job content, satisfaction, intention, expectations, demographic, psychological, aptitude, and performance variables, in isolation, explain a small percent of the variance in the dependent variable. In addition, the literature review notes that meaningful predictors (such as the size of the military accession age population, current and/or projected reemployment among this population, the rates of military wages to civilian wages, and DOD separation policies) have been omitted in much of the past research. The basic conclusion of the study is the need for the inclusion of additional predictors in multivariate studies which have strong research designs.

/pdf/military-enlistment-reenlistment-and-withdrawal-research-a-2hqw6dja1i.pdf

Military Enlistment, Reenlistment and Withdrawal Research: A Critical Review of the Literature

: This report summarizes the second phase of a longitudinal study of individual and organizational causes and correlates of attrition among first term enlisted personnel in the U.S. Marine Corps. Pre-recruit training values, reward expectations, expected leadership, job content, and group climate and demographic variables are analyzed in terms of their relation to recruit training attrition. (Author)

An Analysis of Recruit Training Attrition in the U.S. Marine Corps

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