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This book provides the most thorough view available on this new and intriguing dimension of workplace psychology, which is the basis of fulfilling, productive work. The book begins by defining work engagement, which has been described as ‘an opposite to burnout,’ following its development into a more complex concept with far reaching implications for work-life. The chapters discuss the sources of work engagement, emphasizing the importance of leadership, organizational structures, and human resource management as factors that may operate to either enhance or inhibit employee’s experience of work. The book considers the implications of work engagement for both the individual employee and the organization as a whole. To address readers’ practical questions, the book provides in-depth coverage of interventions that can enhance employees’ work engagement and improve management techniques. Based upon the most up-to-date research by the foremost experts in the world, this volume brings together the best knowledge available on work engagement, and will be of great use to academic researchers, upper level students of work and organizational psychology as well as management consultants.
Søgeord: Keech, Marian; Nkrumah, K.; Freud; Kanter, R.; Erikson, E.; Armstrong, T.; Blatsky, B. ; von Schleicher; Schoenbaum, D.
Previous studies have provided a limited understanding of why and how transformational leadership relates to effectiveness. These studies have tended to focus on the transformation of subordinates' motivations and self-concepts in an effort to explain leadership effectiveness. Yet, transformational leadership can sometimes require leaders to adjust by aligning themselves with their subordinates (e.g., individualized consideration). This dissertation seeks to contribute to the literature by studying whether proactive feedback-seeking behavior by transformational leaders reflects their attempt to obtain information from subordinates to adjust and adapt their actions accordingly. More specifically, this dissertation investigates whether transformational leaders exhibit more proactive feedback-seeking behavior and if so, when this behavior leads to greater leadership effectiveness, particularly in terms of subordinate performance.^The dissertation seeks to address the aforementioned issues by investigating three key questions. First, how does perceptual and informational uncertainty influence the association between transformational leadership and leader proactive feedback-seeking behavior? Second, how does leader proactive feedback-seeking behavior influence subordinates' leader categorization processes and interactional justice perceptions, which in turn should influence leadership effectiveness? Third, does the political skill of leaders enhance their ability to leverage more benefits and outcomes from proactively seeking feedback from subordinates? To test the nine hypotheses proposed in this study, a survey was conducted among a total of 60 supervisors, who collectively had 204 subordinates, in four small and medium-sized Chinese firms.^Hierarchical ordinary least squares (OLS) regression analyses and structural equation modeling (SEM) were used to test the hypotheses. The overall results from hypothesis testing reveal that five of the nine hypotheses were fully supported. Specifically, when a leader displays higher levels of transformational leadership, he or she is perceived as exerting more proactive feedback-seeking behaviors. Such a perception on behalf of the leader's subordinates tends to lead to two consequences: a decrease in the discrepancy between the subordinates' prototype of leaders and their recognition of the actual leader, and an increase in their perception of interactional justice. Consequently, the changes in these two aspects will influence subordinates' attitudes toward their leaders (i.e., trust, identification, and satisfaction), which ultimately determines subordinate performance.^The four hypotheses that were not supported all deal with the proposed moderation effects, and the results of the post hoc analyses suggest the different roles that might be played by these failed moderators. Finally, the theoretical implications of these findings, the limitations of the present study, and directions for future research are discussed.
How can managers bring about optimum performance from the individuals in their organizations? What leadership techniques produce the most effective organizations? This book examines the theory and practice of the dynamic and innovative style of transformational leadership. The transformational leader encourages followers by acting as a role model, motivating through inspiration, stimulating intellectually, and giving individualized consideration to their needs and goals. Chapters explore how transformational leadership affects important issues in today's organizations such as delegation, teamwork, decision making, total quality management and corporate reorganization.
This impressive collection features the best works by John P. Kotter, known worldwide as the authority on leadership and change. Curated by Harvard Business Review, the longtime publisher of some of Kotter’s most important ideas, the Change Leadership set features full digital editions of the author’s classic books, including bestsellers Leading Change, The Heart of Change, and A Sense of Urgency, as well as “What Leaders Really Do” and his newly published book Accelerate, which is based on the award-winning article of the same name that appeared in Harvard Business Review in late 2013. Kotter’s books and ideas have guided and inspired leaders at all levels. He is the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School, an award-winning business and management thought leader, a successful entrepreneur, and an inspirational speaker. His ideas have helped to mobilize people around the world to better lead organizations, and their own lives, in an era of increasingly rapid change. This specially priced collection offers Kotter’s best practical advice, management insights, and useful tools to help you successfully lead and implement change in your organization—and master the art of change leadership.