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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.
Often it seems that people place a spotlight on leaders and disregard the probability that the success of the organization lies somewhere in the followers. However, literature on followership is often overlooked and research on it ignored. As organizations rapidly change, it is essential to understand organizational change through simultaneous discussions of both leaders and followers and the roles they play in the ultimate success of the company. Leadership and Followership in an Organizational Change Context is a pivotal reference source that establishes the concept and definitions of leadership and followership in the context of organizational change and discusses the leadership and followership styles that can contribute to organizational effectiveness. While highlighting topics such as leadership style, employee engagement, and succession planning, this book is ideally designed for managers, executives, directors, upper-level management, business professionals, academicians, researchers, industry professionals, and students seeking current research on the types of changes that organizations are facing and how such changes can be managed.
This text challenges management to adopt an approach that is conducive to improved employer/employee relations, and that will enhance the organizations ability to learn and compete within a knowledge-based economy. Practical measures and behaviour viewed as appropriate in an industrial, commercial, and public sector setting are discussed, analysed, and offered as good practice. Leadership for Follower Commitment provides: *research based case studies *a linking of theory, research, and practical managerial experience *an emphasis on psychological forces, employee motivation and perceptions of management action This text is invaluable to students studying Organizational Behaviour, Business (Occupational) Psychology, Human Resource Management, and Human Resource Development at both undergraduate and MSc/MBA level. It is central to Professional / executive development courses.
Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover summarizes the theory and research on employee-organization linkages, including the processes through which employees become linked to work organizations, the quality of such linkages, and how linkages are weakened or severed. The text identifies the determinants of employee commitment, absenteeism, and turnover, as well as their consequences for the individual, work groups, and the larger organization. The book also presents conceptual models on how employees become committed to, decide to be absent from, and decide to leave their organizations. Human resource practitioners, managers, employers, and industrial psychologists will find the book very informative and insightful.
The majority of leadership theories and studies have tended to emphasize the personal background, personality traits, perceptions, and actions of leaders. From this perspective, the followers have been viewed as recipients or moderators of the leader's influence, and as vehicles for the actualization of the leader's vision, mission or goals. One of the major challengers of this dominant view was the late James R. Meindl. As an alternative to the leader-centric perspective on leadership, Meindl offered a follower-centric approach that views both leadership and its consequences as largely constructed by followers and hence influenced by followers' cognitive processes and inter-follower social influence processes. As a tribute to Jim Meindl and his contributions to the field of leadership studies, Information Age Publishing is releasing a book on follower-centered approaches to leadership. The book covers a wide variety of perspectives that acknowledge the active roles of followers in the leadership process. These include the psychoanalytical perspective, leadership categorization theory, social identity theory, the shared leadership approach, attribution of charisma through social networks, the role of the media in constructing images of the leader, the social construction of followership, vision implementation by followers and a post modern approach to followership. It is hoped that the volume will provoke readers to reflect upon and extend Jim Meindl's seminal work on followership. ars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.
Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader–follower relations. The book tackles the impact of distance – physical, interpersonal and social – on our organizations, governments and societies.
Previous books of the Leadership Horizon Series showed unequivocally how both leaders and followers play an equally important part in the co-production of leadership outcomes, and how leader and follower identities are fluid, so that the same individual can enact both at different times. This book stretches the notion of leadership a step further by exploring the co-enactment of both roles, identities, and positions of leader and follower by one same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships. The concept of connecting leader emerges from the observation that most individuals in organizations engage in the leader-follower role co-enactment: managers, pulled between executives and reportees; CEOs, between the board and the head of departments; or employees involved in cross functional teams, leading and following in different degrees, subject to their expertise. Yet, despite its pervasiveness this concept is at best under theorized by the literature, which, dominated by dyadic and romanticized views, mostly presents the roles as enacted by separate individuals facing each other. To advance our understanding of connecting leaders the editor proposes to shift our focus on leadership in three ways: to unpack the interconnectedness and interplay of leader and follower identities; to investigate the tensions arising from the co-enactment and how these can be overcome; to widen the way in which we study leadership, through new configurations (e.g. leadership triads) and ontologies; and finally to consider the similarities between leading and following. The book chapters are organized to mirror these areas of exploration. Understanding leadership from a perspective that acknowledges that many individuals in organizations are not just leaders or followers, but both, democratizes the way we theorize leadership, and moves us further away from the temptation to romanticize it.