Journal Article10.1016/0090-2616(85)90028-2
Leadership: Good, better, best.
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About: This article is published in Organizational Dynamics. The article was published on 01 Dec 1985. The article focuses on the topics: Leadership style.
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Citations
Subordinates' perception of managers' transformational leadership style and satisfaction: a comparison of electronic manufacturing companies in Mainland China and Taiwan
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Depersonalizing Leadership and Followership: The Process of Leadship and Followship
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The Preferred Principal: Leadership Traits, Behaviors, and Gender Characteristics School Teachers Desire in a Building Leader
Troy Dan Costellow
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TL;DR: In this article, a study of 2,802 teachers and 129 school administrators sought to determine the gender, leadership traits, and leadership behaviors most preferred by teachers in Kentucky, and found that while the majority of male and female teachers had no preference in regard to their principal's gender, each group had a significantly higher preference for males.
The influence of leadership styles and human resource management on educators' well-being in the light of three Sustainable Development Goals
TL;DR: In this paper , the influence of leadership styles and human resource management on teacher well-being and how these contribute to sustainable development goals (SDGs) 3: Good Health and Well-being, 4: Quality Education, and 8: Decent Work and Economic Growth.
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References
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A Theory of Human Motivation
Abraham H. Maslow
- 01 Jan 2013
Abstract: 1. The integrated wholeness of the organism must be one of the foundation stones of motivation theory. 2. The hunger drive (or any other physiological drive) was rejected as a centering point or model for a definitive theory of motivation. Any drive that is somatically based and localizable was shown to be atypical rather than typical in human motivation. 3. Such a theory should stress and center itself upon ultimate or basic goals rather than partial or superficial ones, upon ends rather than means to these ends. Such a stress would imply a more central place for unconscious than for conscious motivations. 4. There are usually available various cultural paths to the same goal. Therefore conscious, specific, local-cultural desires are not as fundamental in motivation theory as the more basic, unconscious goals. 5. Any motivated behavior, either preparatory or consummatory, must be understood to be a channel through which many basic needs may be simultaneously expressed or satisfied. Typically an act has more than one motivation. 6. Practically all organismic states are to be understood as motivated and as motivating. 7. Human needs arrange themselves in hierarchies of prepotency. That is to say, the appearance of one need usually rests on the prior satisfaction of another, more pre-potent need. Man is a perpetually wanting animal. Also no need or drive can be treated as if it were isolated or discrete; every drive is related to the state of satisfaction or dissatisfaction of other drives. 8. Lists of drives will get us nowhere for various theoretical and practical reasons. Furthermore any classification of motivations
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Effects of leader contingent and noncontingent reward and punishment behaviors on subordinate performance and satisfaction.
TL;DR: Only performance-contingent reward behavior was found to affect subordinate performance significantly and positive relationships were found between leader contingent reward behavior and employee satisfaction.
Dimensionality of leader—subordinate interactions: A path—goal investigation
Janet Fulk,Eric R. Wendler +1 more
TL;DR: In this article, the authors developed predictions from path-goal theory for four under-researched leader behaviors and tested via canonical analysis, concluding that satisfaction is the primary subordinate outcome for these four leader behaviors, and unless its effects are isolated (via a technique such as canonical analysis), the effects for other subordinate outcomes may not be accurately described.
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A role set analysis of managerial reputation
TL;DR: In this paper, the authors proposed that focal managers gain the reputation of being effective by meeting the self-interested expectations of role set members, and further proposed that the most reputationally effective managers tend to be more successful in their careers than the least reputational effective managers.