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1.
Comments on the article by R. J. Hackman and R. Wageman (see record 2006-23492-007) which presented some directions for leadership research. Hackman and Wageman organized their article around their five reject-accept questions suggesting new directions. The current author discusses how each of the questions appears far too timid for real progress in sorting out the chaff from the grain, but points out that the Hackman and Wageman article was a critique of five companion articles and made a substantial contribution to the literature. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

2.
Comments on the article by R. J. Hackman and R. Wageman (see record 2006-23492-007) which offered several research questions that should be productive for furthering leadership research. This comment summarizes some recent progress on one of those questions, "Not what are the traits of leaders, but how do leaders' personal attributes interact with situational properties to shape outcomes?" (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

3.
A special issue of the American Psychologist (January 2007) was devoted to leadership. The six articles, by W. Bennis (see record 2006-23492-002); S. J. Zaccaro (see record 2006-23492-003); V. H. Vroom and A. G. Yago (see record 2006-23492-004); B. J. Avolio (see record 2006-23492-005); R. J. Sternberg (see record 2006-23492-006); and R. J. Hackman and R. Wageman (see record 2006-23492-007), were written from an "industrial" perspective that places primary emphasis on positional leaders and their actions. Some readers of this series might conclude that the industrial model best explains leadership. It does not. The ecological perspective offers an alternative that deserves consideration. It is time to end the dominance of the industrial perspective. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

4.
In 2 studies, the authors found that leader charisma was positively associated with followers' positive affect and negatively associated with followers' negative affect. The authors hypothesized that leaders' positive affect, positive expression, and aroused behavior will mediate these relationships. The results of their lab study suggest that leaders' positive expression and aroused behavior mediated these relationships. A field study showed that firefighters under the command of a charismatic officer were happier than those under the command of a non-charismatic officer and that these relationships were mediated by the leader's positive affect and a tendency to express positivity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

5.
A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female readers were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

6.
    
Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis (see record 2006-23492-002); S. J. Zaccaro (see record 2006-23492-003); V. H. Vroom and A. G. Yago (see record 2006-23492-004); B. J. Avolio (see record 2006-23492-005); R. J. Sternberg (see record 2006-23492-006); and R. J. Hackman and R. Wageman (see record 2006-23492-007). The current authors opine that the inclusion of attachment theory in the study of leadership could strengthen leadership theories as a whole. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

7.
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 is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

8.
    
Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis (see record 2006-23492-002); S. J. Zaccaro (see record 2006-23492-003); V. H. Vroom and A. G. Yago (see record 2006-23492-004); B. J. Avolio (see record 2006-23492-005); R. J. Sternberg (see record 2006-23492-006); and R. J. Hackman and R. Wageman (see record 2006-23492-007). The current authors express concern that the special issue failed to include attention to issues of diversity and intersecting identities as they pertain to leadership. A Special Issue Part II on Diversity and Leadership is being proposed to (a) advance new models of leadership, (b) expand on existing leadership theories, and (c) incorporate diversity and multiple identities in the formulation of more inclusive leadership research and theory. The goal of this special issue will be to revise our theories of leadership and our understanding of effective leadership to include gender, racial/ethnic minority status, sexual orientation, and disability status. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

9.
Economic pressures and "value" judgments both compel and contaminate the current debate on the efficacy of psychotherapy. Too often, complex clinical trial outcome studies ignore the clinical or treatment process, as well as personality or contextual variables. Thus, they fail to build the foundations of a clinical science that makes possible the development of individually tailored treatment approaches and outcome predictions for specific patients with unique personalities, symptoms, and life circumstances. The real challenge, therefore, is for each psychotherapeutic approach to delineate its "process steps" and relate these steps to different outcomes. The "process" is the "final common pathway" for a number of patient, therapist, technique, and contextual variables. The capacity to predict the relationship between process and outcome at each stage in a therapeutic procedure is the relevant clinical test of "efficacy."  相似文献   

10.
The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values. (PsycINFO Database Record (c) 2011 APA, all rights reserved)  相似文献   

11.
This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the 5-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism=-.24, Extraversion=.31, Openness to Experience=.24, Agreeableness=.08, and Conscientiousness=.28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the 5-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the 5-factor model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

12.
This article surveys contemporary trends in leadership theory as well as its current status and the social context that has shaped the contours of leadership studies. Emphasis is placed on the urgent need for collaboration among social-neuro-cognitive scientists in order to achieve an integrated theory, and the author points to promising leads for accomplishing this. He also asserts that the 4 major threats to world stability are a nuclear/biological catastrophe, a world-wide pandemic, tribalism, and the leadership of human institutions. Without exemplary leadership, solving the problems stemming from the first 3 threats will be impossible. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

13.
Groups composed of 4 members discussed specific human relations problems presented by film, then composed and recorded dialogue for similar problems. One member of each group was appointed leader, and group composition was varied systematically based upon the California F scale scores of group members to yield all 4 possible combinations of high-F leader, low-F leader, high-F followers and low-F followers. Behavior in the groups was recorded by ratings of individuals, an interaction recording technique, and responses to a Post-Meeting Reaction Sheet. "Results indicate that F-plus appointed leaders differ behaviorally from F-minus leaders, and that F-plus followers differ from F-minus followers… . In addition, interaction analyses indicated that the behavior of leaders was a function of whether their followers were F-plus or F-minus, and the behavior of followers depended on the F-scale scores of their leaders." (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

14.
A comparison of personality traits and other characteristics of leaders and non-leaders in two southern colleges for women, Agnes Scott for white and Spelman for Negro students, is made. The materials used are the Good-enough Speed-of-Association Test, the Bernreuter Personality Inventory, and other collateral information. Small, but statistically significant, differences exist between leaders and non-leaders within a college. These differences are "definitely and reliably greater than are the differences between the two races." (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

15.
Comments on the article Leadership, followership, and evolution: Some lessons from the past by Van Vugt, Hogan, and Kaiser (see record 2008-03389-004). This article offers a fresh perspective on leaders, followers, and their possible origins in nonhuman and primitive human behavior patterns. The connections between group coordination, leadership, and game theory have some prior history (Guastello, 2002; Guastello, Bock, Caldwell, & Bond, 2005; Guastello & Bond, 2004, 2007; Guastello & Guastello, 1998), however, that suggests that some points made by Van Vugt et al. could have been more accurate. The current author provides some suggetions to the author to improve on the accuracy of this article. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

16.
17.
Pursuing a customer-focused strategy in manufacturing organizations requires employees across functions to embrace the importance of understanding customer needs and to align their everyday efforts with the goal of satisfying and retaining customers. Little prior research has examined what factors influence employee customer orientation in manufacturing settings. Drawing on the attraction-selection-attrition model, upper-echelons theory, and contingency theories of leadership, this study investigated the joint influences of functional roles' proximity to external customers and the senior leadership team's customer orientation on employee customer orientation. Hierarchical linear modeling results based on data obtained from 4,299 employees and 403 senior leaders from 42 facilities of a global manufacturer operating in 16 countries revealed that employees occupying customer-contact roles had the highest level of customer orientation, followed by employees occupying production roles, and then by those in support roles. In addition, there was a positive relationship between the senior leadership team's customer orientation and employee customer orientation for all 3 functional roles. The positive relationship between the senior leadership team and employee customer orientation was the strongest for employees in support roles, suggesting that lower levels of proximity to external customers may create a greater need for leadership in developing employees' customer-oriented attitudes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

18.
The object of this study was to examine the relationship between lack of confidence in one's leadership ability and reliance upon passive leadership techniques to cope with supervisory problems. 77 Navy petty officers were given a questionnaire containing 20 supervisory problems and were asked to evaluate the desirability of each of 5 ways of solving each problem. Ss also evaluated how satisfied they were with their leadership abilities. Principal findings were: (a) Ss were highly consistent in the extent to which they endorsed each of 5 approaches to correcting performance, (b) there was a correlation of .52 between endorsing the use of administrative procedures to solve the problem and informally asking a superior to solve the problem, and (c) Ss who lacked confidence in their leadership abilities were significantly less willing to hold face-to-face discussions with subordinates and significantly more often endorsed both referring the subordinate to a superior and relying upon the use of administrative rules to solve the supervisory problems. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

19.
The purpose of this research was to examine alternative models of substitutes for leadership theory given the general lack of empirical support for the moderating effects postulated by the theory. On this basis, the research posited that the effects of substitutes also could be conceptualized as mediated relations. The research examined moderated and mediated relations for several sets of leader behaviors and substitutes that have been examined in the literature. The research design sampled 49 organizations, with 940 subordinates rating 156 leaders. Results, although generally not supportive of the moderator or mediator hypotheses, essentially demonstrated that leadership matters. The findings also suggest that prior significant effects in substitutes literature may be merely a statistical artifact, resulting from common-source bias. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

20.
Using cases of harassment by leaders, the authors examined the effects of target perceptions of leader responses to sexual harassment and whether leader implementation of harassment policies made a difference beyond the impact of the policies themselves. Results showed that women who perceived that leaders made honest efforts to stop harassment felt significantly freer to report harassment, were more satisfied with the complaint process, and reported greater commitment than did those viewing leaders as more harassment tolerant. Different leadership levels had different effects, with hierarchically proximal leaders generally having the greatest impact. Leadership mediated the relationship between organizational policy and outcomes, supporting the view that a key role for leaders is establishing an ethical organizational climate that reinforces formal harassment policies through actions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   

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