“Participative Leadership Style is always more effective ...
University of technology, sydneyBusiness School of Management21844 Managing Work and People“Democratic/participative leadership style is always more effective than autocratic/directive leadership style”Assignment 1: Individual Research ReportWord Count: 2203Ida Sophie Demetriades Toftdahl 10983106Spring 2011Executive SummaryLeadership styles are contingent upon people and situations, and range on a broad spectrum from people-oriented to task-oriented leadership style. To a backdrop of five overarching leadership perspectives: competencies; behaviour; contingency; transformational; and implicit, this paper examines participative/democratic (people-oriented) and directive/autocratic (task-oriented) leadership styles. The paper outlines the most popular and renowned leadership theories, and discusses situations suitable for different styles. It examines contemporary examples from a small global Australian start up business that has recently employed two new staff which introduced opportunities for testing leadership. Contents TOC \o "1-3" \h \z \u Executive Summary PAGEREF _Toc303761362 \h 0Part I: Introduction PAGEREF _Toc303761363 \h 2Part II: Critical Literature Review PAGEREF _Toc303761364 \h 3Contingencies in Leadership Styles PAGEREF _Toc303761365 \h 4Models of Contingencies PAGEREF _Toc303761366 \h 5Four Combinations or Continuums of Leadership Style: PAGEREF _Toc303761367 \h 6Leadership and Management: Transformational versus Transactional PAGEREF _Toc303761368 \h 7Part III: Practical Implications PAGEREF _Toc303761369 \h 8Conclusion PAGEREF _Toc303761370 \h 10Reference List PAGEREF _Toc303761371 \h 11Part I: IntroductionHistorically, great man theory argues that “the fate of societies and organisations is in the hands of powerful, idiosyncratic, individuals” and leaders ADDIN EN.CITE <EndNote><Cite><Author>Buchanan</Author><Year>2010</Year><RecNum>2279</RecNum><Pages>599</Pages><DisplayText>(Buchanan & Huczynski 2010, p. 599)</DisplayText><record><rec-number>2279</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2279</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>Buchanan, David A.</author><author>Huczynski, Andrzej</author></authors></contributors><titles><title>Organizational behaviour</title></titles><pages>xxxix, 819p.</pages><edition>7th</edition><keywords><keyword>Organizational behavior.</keyword></keywords><dates><year>2010</year></dates><pub-location>Harlow</pub-location><publisher>Pearson Education</publisher><isbn>9780273728597 (pbk.)
0273728598 (pbk.)</isbn><call-num>CITY CAMPUS 302.35 BUCH (ED.7) DUE 26-09-11
CITY CAMPUS 302.35 BUCH (ED.7) c.2 FOR LOAN
CITY OPEN RESERVE 2 hr loan 302.35 BUCH (ED.7) c.3 FOR LOAN
CITY CAMPUS 302.35 BUCH (ED.7) c.4 FOR LOAN
CITY CAMPUS 302.35 BUCH (ED.7) c.5 DUE 14-09-11</call-num><urls></urls></record></Cite></EndNote>(Buchanan & Huczynski 2010, p. 599). There are however divergence around what leadership is in academia and mass media, and midst practitioners and members of the public. A continuously evolving discipline, the concept of leadership has been referred to as an ability to influence, an influencing process or “an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes” PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5CdWNoYW5hbjwvQXV0aG9yPjxZZWFyPjIwMTA8L1llYXI+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=
ADDIN EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5CdWNoYW5hbjwvQXV0aG9yPjxZZWFyPjIwMTA8L1llYXI+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=
ADDIN EN.CITE.DATA (Stogdill in Buchanan & Huczynski 2010, p. 596; Daft & Lane 2005, p. 44; Robbins, Waters-Marsh & Millett 2004); The ongoing discrepancy relates to the effectiveness of leadership theory and leadership styles. There seems to be agreement however that leadership aims at goal achievement and involves human behaviour, direct action, organisations or individuals, and relationships. According to Daft and Lane (2011), leadership is reciprocal and involves a spectrum or circle of life. Included are two familiar terms in academia and business: democratic and autocratic leadership. Democratic, or participative leadership style, is a current popular trend which refers to a person who shares and delegates authority, relies on and encourages subordinates’ participation and knowledge for completing tasks and reaching goals, and therefore depend on “subordinate respect for influence” PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5EYWZ0PC9BdXRob3I+PFllYXI+MjAwNTwvWWVhcj48UmVj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ADDIN EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5EYWZ0PC9BdXRob3I+PFllYXI+MjAwNTwvWWVhcj48UmVj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ADDIN EN.CITE.DATA (Daft & Lane 2005, p. 44; Daft & Lane 2011; DuBrin 2010; Pride, Hughes & Kapoor 2009; Rounds & Segner 2011). Autocratic, or directive, leadership style tends to centralise leader authority and “derive power from position, control of rewards, and coercion” PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5EYWZ0PC9BdXRob3I+PFllYXI+MjAxMTwvWWVhcj48UmVj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 EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5EYWZ0PC9BdXRob3I+PFllYXI+MjAxMTwvWWVhcj48UmVj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 EN.CITE.DATA (Daft & Lane 2011, p. 45; Hamilton 2010; Lussier & Achua 2010). Although research suggests the former has been known to increase positive employee feelings, a leadership continuum or mix of two or several styles might be more appropriate, depending on circumstances such as skill level or time pressure (Lewin 1939 in Robbins; Chemers 1997). Research also indicates that people with “high authoritarianism and low need for independency prefer autocratic leadership”, especially in critical situations where absolute power outweighs the expense, or where people simply prefer to be directed PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5RdWlubjwvQXV0aG9yPjxZZWFyPjIwMTE8L1llYXI+PFJl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==
ADDIN EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5RdWlubjwvQXV0aG9yPjxZZWFyPjIwMTE8L1llYXI+PFJl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==
ADDIN EN.CITE.DATA (Chemers 1997; McShane, Travaglione & Olekalns 2009; Quinn 2011; Robbins, Waters-Marsh & Millett 2004; Vroom & Yetton 1973). The critical literature review examines appropriate leadership styles within this continuum. Part II: Critical Literature ReviewLeadership Theories refer to different schools of thoughts and leadership types that have been identified by academics and business leaders over time. In order to understand it’s complexity, it is useful to examine a spectrum from broad trait theories which focus on personal qualities and characteristics, and more specific behavioural theories which again establish between people-oriented and task-oriented leadership PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5Sb2JiaW5zPC9BdXRob3I+PFllYXI+MjAwNDwvWWVhcj48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ADDIN EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5Sb2JiaW5zPC9BdXRob3I+PFllYXI+MjAwNDwvWWVhcj48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ADDIN EN.CITE.DATA (Chemers 1997; Chemers & Ayman 1993; Robbins, Waters-Marsh & Millett 2004). Leadership can be organised into five overarching perspectives including; “competency, behavioural, contingency, transformational and implicit” (McShane 2009, p. 419). Focussing on contingencies, these five perspectives are explained and referred to throughout the report in order to reflect contemporary examples to a framework of leadership theory.Eight key leadership competencies are defined as; personality, self-concept, drive, integrity, leadership motivation, knowledge, cognitive and practical intelligence, and emotional intelligence (McShane et al 2009). These “personal characteristics of superior performance” are increasingly popular; however the perspective excludes complexities and contingencies such as situations, skills set, and quality of relationships (p. 458). To explain, it is common to speak of leadership behaviour as people-oriented or task-oriented. A people-oriented style describes extensive two-way communication within a vertical environment built on comfort, listening, support, favours, personal interests, and equality (McShane et al 2011, p.460). Task-oriented leadership comprises assigning specific tasks, clarifying duties and procedures, and enforcing rules and encouraging efficiency (McShane et al 2011). Decreased people-oriented leadership may cause “absenteeism, grievances, and turnover and job dissatisfaction” (McShane et al 2011, p.460). Decreased task-oriented leadership may reduce job performance (ibid). Leaders have to change theirs and others’ behaviour depending on each individuals competencies and skill set, the situation and the quality of relationships. Leadership styles can be viewed as a foundation and applied in a mix or continuum depending on contingencies. Contingencies in Leadership StylesPioneering yet too narrow, Fiedler’s Contingency Model builds on relationships and power, and suggests that effective leadership is situational depending on the leaders’ natural style (McShane et al 2011, p.467). Within this fixed model, either the leader or the situation needs modification to reach effectiveness ADDIN EN.CITE <EndNote><Cite><Author>Hurd</Author><Year>2008</Year><RecNum>2999</RecNum><DisplayText>(Hurd, Barcelona & Meldrum 2008)</DisplayText><record><rec-number>2999</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2999</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>Hurd, Amy R.</author><author>Barcelona, Robert J.</author><author>Meldrum, John T.</author></authors></contributors><titles><title>Leisure services management</title></titles><pages>xi, 386 p.</pages><keywords><keyword>Recreation Management.</keyword><keyword>Public relations.</keyword></keywords><dates><year>2008</year></dates><pub-location>Champaign, IL</pub-location><publisher>Human Kinetics</publisher><isbn>9780736069229 (hard cover)
0736069224 (hard cover)</isbn><call-num>KURING-GAI CAMPUS 790.069 HURD FOR LOAN</call-num><urls></urls></record></Cite></EndNote>(Hurd, Barcelona & Meldrum 2008). However, diversity in location, culture, race, gender and education makes it a conundrum to understand what motivates individuals to change. High emotional intelligence, flexibility and understanding are widely identified as requirements to exercise efficient leadership PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5EdWxld2ljejwvQXV0aG9yPjxZZWFyPjIwMDU8L1llYXI+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ADDIN EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5EdWxld2ljejwvQXV0aG9yPjxZZWFyPjIwMDU8L1llYXI+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ADDIN EN.CITE.DATA (Dulewicz & Higgs 2005; McShane, Travaglione & Olekalns 2009; Pahl 2008; Quinn 2011; Robbins, Waters-Marsh & Millett 2004). A leaders success depends on their ability to drive emotions in the right direction by determining what motivates people ADDIN EN.CITE <EndNote><Cite><Author>Pahl</Author><Year>2008</Year><RecNum>2803</RecNum><DisplayText>(Pahl 2008)</DisplayText><record><rec-number>2803</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2803</key></foreign-keys><ref-type name="Electronic Article">43</ref-type><contributors><authors><author>Nadine Pahl</author></authors></contributors><titles><title>The Role of Emotional Intelligence in Leadership</title></titles><dates><year>2008</year></dates><pub-location>Norderstedt, Germany</pub-location><publisher>GRIN Verlag</publisher><urls></urls></record></Cite></EndNote>(Pahl 2008). To clarify, five process theories of motivation assist us in predicting and influencing behaviour; expectancy theory; equity theory, goal setting theory; satisfaction-performance theory and reinforcement theory ADDIN EN.CITE <EndNote><Cite><Author>Borkowski</Author><Year>2005</Year><RecNum>2801</RecNum><DisplayText>(Borkowski 2005)</DisplayText><record><rec-number>2801</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2801</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>Borkowski, Nancy</author></authors></contributors><titles><title>Organizational behavior in health care</title></titles><pages>xvi, 428 p.</pages><keywords><keyword>Health facilities Personnel management.</keyword><keyword>Health services administration.</keyword><keyword>Organizational behavior.</keyword><keyword>Psychology, Industrial.</keyword></keywords><dates><year>2005</year></dates><pub-location>Sudbury, Mass.</pub-location><publisher>Jones and Bartlett Publishers</publisher><isbn>0763747688 (pbk.)</isbn><call-num>CITY CAMPUS 362.11068 BORK FOR LOAN</call-num><urls></urls></record></Cite></EndNote>(Borkowski 2005). Vrooms expectancy theory suggest that a person’s motivation in terms of performance depends on their desire for an outcome (valance); its relation to other outcomes (instrumentality); and the relationship between effort and performance (expectancy) ADDIN EN.CITE <EndNote><Cite><Author>Pahl</Author><Year>2008</Year><RecNum>2803</RecNum><DisplayText>(Pahl 2008)</DisplayText><record><rec-number>2803</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2803</key></foreign-keys><ref-type name="Electronic Article">43</ref-type><contributors><authors><author>Nadine Pahl</author></authors></contributors><titles><title>The Role of Emotional Intelligence in Leadership</title></titles><dates><year>2008</year></dates><pub-location>Norderstedt, Germany</pub-location><publisher>GRIN Verlag</publisher><urls></urls></record></Cite></EndNote>(Pahl 2008). Grounded in expectancy theory, path-goal leadership theory is a prevalent contingency theory of motivation (McShane et al 2009, p.461). A carrot rather than a stick method, this theory advocates servant leadership which views powerful leadership as coaching, facilitating and supervising PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5Cb3Jrb3dza2k8L0F1dGhvcj48WWVhcj4yMDA1PC9ZZWFy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ADDIN EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5Cb3Jrb3dza2k8L0F1dGhvcj48WWVhcj4yMDA1PC9ZZWFy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ADDIN EN.CITE.DATA (Borkowski 2005; McShane, Travaglione & Olekalns 2009; Quinn 2011; Robbins, Waters-Marsh & Millett 2004). In this situation, leaders will guide employees commissioning their own motivation. Supervisors can employ equity theory and satisfaction-performance theory to determine what makes people tick. These theories relate to social relationships and job satisfaction, and state that motivation depends on a person’s evaluation of their outcomes (results) and inputs (contribution) in comparison to others’ PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5HcmlmZmluPC9BdXRob3I+PFllYXI+MjAxMDwvWWVhcj48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 EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5HcmlmZmluPC9BdXRob3I+PFllYXI+MjAxMDwvWWVhcj48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 EN.CITE.DATA (Griffin & Moorhead 2010; McShane, Travaglione & Olekalns 2009). To increase motivation, one must alter, distort, move, compare, or change individual’s inputs and outcomes. Both in team and individual mentoring, one can employ Latham and Locke’s goal setting theory which promotes specific and challenging goals and support elements to obtain commitment PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5Mb2NrZTwvQXV0aG9yPjxZZWFyPjIwMDA8L1llYXI+PFJl
Y051bT4yOTc5PC9SZWNOdW0+PERpc3BsYXlUZXh0PihMb2NrZSAyMDAwLCAyMDA5OyBMb2NrZSAm
YW1wOyBLaXJrcGF0cmljayAxOTkxOyBMb2NrZSAmYW1wOyBMYXRoYW0gMTk5MCk8L0Rpc3BsYXlU
ZXh0PjxyZWNvcmQ+PHJlYy1udW1iZXI+Mjk3OTwvcmVjLW51bWJlcj48Zm9yZWlnbi1rZXlzPjxr
ZXkgYXBwPSJFTiIgZGItaWQ9InA5cGVkd2Q5YTB4NWVzZWR3MjlwZjBzYnd0dzV3ZHRmeHRlZCI+
Mjk3OTwva2V5PjwvZm9yZWlnbi1rZXlzPjxyZWYtdHlwZSBuYW1lPSJCb29rIj42PC9yZWYtdHlw
ZT48Y29udHJpYnV0b3JzPjxhdXRob3JzPjxhdXRob3I+TG9ja2UsIEVkd2luIEEuPC9hdXRob3I+
PC9hdXRob3JzPjwvY29udHJpYnV0b3JzPjx0aXRsZXM+PHRpdGxlPlRoZSBCbGFja3dlbGwgaGFu
ZGJvb2sgb2YgcHJpbmNpcGxlcyBvZiBvcmdhbml6YXRpb25hbCBiZWhhdmlvcjwvdGl0bGU+PHNl
Y29uZGFyeS10aXRsZT5IYW5kYm9va3MgaW4gbWFuYWdlbWVudC48L3NlY29uZGFyeS10aXRsZT48
L3RpdGxlcz48cGFnZXM+eHZpaWksIDQ2MyBwLjwvcGFnZXM+PGtleXdvcmRzPjxrZXl3b3JkPk9y
Z2FuaXphdGlvbmFsIGJlaGF2aW9yLjwva2V5d29yZD48L2tleXdvcmRzPjxkYXRlcz48eWVhcj4y
MDAwPC95ZWFyPjwvZGF0ZXM+PHB1Yi1sb2NhdGlvbj5PeGZvcmQgOyBNYWxkZW4sIE1BPC9wdWIt
bG9jYXRpb24+PHB1Ymxpc2hlcj5CbGFja3dlbGwgQnVzaW5lc3M8L3B1Ymxpc2hlcj48aXNibj4w
NjMxMjE1MDUwIChoYmsuIGFsay4gcGFwZXIpJiN4RDswNjMxMjE1MDY5IChwYi4gYWxrLiBwYXBl
cik8L2lzYm4+PGNhbGwtbnVtPkNJVFkgQ0FNUFVTIDY1OCBMT0NFIEZPUiBMT0FOPC9jYWxsLW51
bT48dXJscz48L3VybHM+PC9yZWNvcmQ+PC9DaXRlPjxDaXRlPjxBdXRob3I+TG9ja2U8L0F1dGhv
cj48WWVhcj4xOTkxPC9ZZWFyPjxSZWNOdW0+Mjk4MDwvUmVjTnVtPjxyZWNvcmQ+PHJlYy1udW1i
ZXI+Mjk4MDwvcmVjLW51bWJlcj48Zm9yZWlnbi1rZXlzPjxrZXkgYXBwPSJFTiIgZGItaWQ9InA5
cGVkd2Q5YTB4NWVzZWR3MjlwZjBzYnd0dzV3ZHRmeHRlZCI+Mjk4MDwva2V5PjwvZm9yZWlnbi1r
ZXlzPjxyZWYtdHlwZSBuYW1lPSJCb29rIj42PC9yZWYtdHlwZT48Y29udHJpYnV0b3JzPjxhdXRo
b3JzPjxhdXRob3I+TG9ja2UsIEVkd2luIEEuPC9hdXRob3I+PGF1dGhvcj5LaXJrcGF0cmljaywg
U2hlbGxleTwvYXV0aG9yPjwvYXV0aG9ycz48L2NvbnRyaWJ1dG9ycz48dGl0bGVzPjx0aXRsZT5U
aGUgZXNzZW5jZSBvZiBsZWFkZXJzaGlwIDogdGhlIGZvdXIga2V5cyB0byBsZWFkaW5nIHN1Y2Nl
c3NmdWxseTwvdGl0bGU+PHNlY29uZGFyeS10aXRsZT5Jc3N1ZXMgaW4gb3JnYW5pemF0aW9uIGFu
ZCBtYW5hZ2VtZW50IHNlcmllcy48L3NlY29uZGFyeS10aXRsZT48L3RpdGxlcz48cGFnZXM+eGl2
LCAxMjAgcC48L3BhZ2VzPjxrZXl3b3Jkcz48a2V5d29yZD5MZWFkZXJzaGlwLjwva2V5d29yZD48
a2V5d29yZD5FeGVjdXRpdmUgYWJpbGl0eS48L2tleXdvcmQ+PC9rZXl3b3Jkcz48ZGF0ZXM+PHll
YXI+MTk5MTwveWVhcj48L2RhdGVzPjxwdWItbG9jYXRpb24+TmV3IFlvcms8L3B1Yi1sb2NhdGlv
bj48cHVibGlzaGVyPkxleGluZ3RvbiBCb29rczwvcHVibGlzaGVyPjxpc2JuPjA2NjkyNzg4MDc8
L2lzYm4+PGNhbGwtbnVtPkNJVFkgQ0FNUFVTIDY1OC40MDkgTE9DSyBGT1IgTE9BTjwvY2FsbC1u
dW0+PHVybHM+PC91cmxzPjwvcmVjb3JkPjwvQ2l0ZT48Q2l0ZT48QXV0aG9yPkxvY2tlPC9BdXRo
b3I+PFllYXI+MjAwOTwvWWVhcj48UmVjTnVtPjI5ODM8L1JlY051bT48cmVjb3JkPjxyZWMtbnVt
YmVyPjI5ODM8L3JlYy1udW1iZXI+PGZvcmVpZ24ta2V5cz48a2V5IGFwcD0iRU4iIGRiLWlkPSJw
OXBlZHdkOWEweDVlc2VkdzI5cGYwc2J3dHc1d2R0Znh0ZWQiPjI5ODM8L2tleT48L2ZvcmVpZ24t
a2V5cz48cmVmLXR5cGUgbmFtZT0iQm9vayI+NjwvcmVmLXR5cGU+PGNvbnRyaWJ1dG9ycz48YXV0
aG9ycz48YXV0aG9yPkxvY2tlLCBFZHdpbiBBLjwvYXV0aG9yPjwvYXV0aG9ycz48L2NvbnRyaWJ1
dG9ycz48dGl0bGVzPjx0aXRsZT5IYW5kYm9vayBvZiBwcmluY2lwbGVzIG9mIG9yZ2FuaXphdGlv
bmFsIGJlaGF2aW9yIDogaW5kaXNwZW5zYWJsZSBrbm93bGVkZ2UgZm9yIGV2aWRlbmNlLWJhc2Vk
IG1hbmFnZW1lbnQ8L3RpdGxlPjwvdGl0bGVzPjxwYWdlcz54eHgsIDY1MSBwLjwvcGFnZXM+PGVk
aXRpb24+Mm5kPC9lZGl0aW9uPjxrZXl3b3Jkcz48a2V5d29yZD5Pcmdhbml6YXRpb25hbCBiZWhh
dmlvci48L2tleXdvcmQ+PC9rZXl3b3Jkcz48ZGF0ZXM+PHllYXI+MjAwOTwveWVhcj48L2RhdGVz
PjxwdWItbG9jYXRpb24+Q2hpY2hlc3RlciwgU3Vzc2V4IDsgW0hvYm9rZW5dPC9wdWItbG9jYXRp
b24+PHB1Ymxpc2hlcj5Kb2huIFdpbGV5ICZhbXA7IFNvbnM8L3B1Ymxpc2hlcj48aXNibj45Nzgw
NDcwNzQwOTU4IChjbG90aCkmI3hEOzA0NzA3NDA5NTcgKGNsb3RoKSYjeEQ7OTc4MDQ3MDc0MDk0
MSAocGJrLikmI3hEOzA0NzA3NDA5NDkgKHBiay4pPC9pc2JuPjxjYWxsLW51bT5DSVRZIENBTVBV
UyA2NTggTE9DRSAoRUQuMikgRFVFIDI0LTA5LTExPC9jYWxsLW51bT48dXJscz48L3VybHM+PC9y
ZWNvcmQ+PC9DaXRlPjxDaXRlPjxBdXRob3I+TG9ja2U8L0F1dGhvcj48WWVhcj4xOTkwPC9ZZWFy
PjxSZWNOdW0+Mjk4NTwvUmVjTnVtPjxyZWNvcmQ+PHJlYy1udW1iZXI+Mjk4NTwvcmVjLW51bWJl
cj48Zm9yZWlnbi1rZXlzPjxrZXkgYXBwPSJFTiIgZGItaWQ9InA5cGVkd2Q5YTB4NWVzZWR3Mjlw
ZjBzYnd0dzV3ZHRmeHRlZCI+Mjk4NTwva2V5PjwvZm9yZWlnbi1rZXlzPjxyZWYtdHlwZSBuYW1l
PSJCb29rIj42PC9yZWYtdHlwZT48Y29udHJpYnV0b3JzPjxhdXRob3JzPjxhdXRob3I+TG9ja2Us
IEVkd2luIEEuPC9hdXRob3I+PGF1dGhvcj5MYXRoYW0sIEdhcnkgUC48L2F1dGhvcj48L2F1dGhv
cnM+PC9jb250cmlidXRvcnM+PHRpdGxlcz48dGl0bGU+QSB0aGVvcnkgb2YgZ29hbCBzZXR0aW5n
ICZhbXA7IHRhc2sgcGVyZm9ybWFuY2U8L3RpdGxlPjwvdGl0bGVzPjxwYWdlcz54dmlpaSwgNDEz
IHAuPC9wYWdlcz48a2V5d29yZHM+PGtleXdvcmQ+R29hbCAoUHN5Y2hvbG9neSk8L2tleXdvcmQ+
PGtleXdvcmQ+UGVyZm9ybWFuY2UuPC9rZXl3b3JkPjwva2V5d29yZHM+PGRhdGVzPjx5ZWFyPjE5
OTA8L3llYXI+PC9kYXRlcz48cHViLWxvY2F0aW9uPkVuZ2xld29vZCBDbGlmZnMsIE4uSi48L3B1
Yi1sb2NhdGlvbj48cHVibGlzaGVyPlByZW50aWNlIEhhbGw8L3B1Ymxpc2hlcj48aXNibj4wMTM5
MTMxMzg4PC9pc2JuPjxjYWxsLW51bT5DSVRZIENBTVBVUyAxNTMuOCBMT0NLIEZPUiBMT0FOPC9j
YWxsLW51bT48dXJscz48L3VybHM+PC9yZWNvcmQ+PC9DaXRlPjwvRW5kTm90ZT4A
ADDIN EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5Mb2NrZTwvQXV0aG9yPjxZZWFyPjIwMDA8L1llYXI+PFJl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 EN.CITE.DATA (Locke 2000, 2009; Locke & Kirkpatrick 1991; Locke & Latham 1990). Organisations, teams and people alike, need rewards and motivation which is often individually centred. Although not specifically a motivation theory, positive reinforcement theory conditions behaviour and motivates employees ADDIN EN.CITE <EndNote><Cite><Author>Lussier</Author><Year>2010</Year><RecNum>2992</RecNum><DisplayText>(Lussier & Achua 2010)</DisplayText><record><rec-number>2992</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2992</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>Lussier, Robert N.</author><author>Achua, Christopher F.</author></authors></contributors><titles><title>Leadership : theory, application, skill development</title></titles><pages>xxvi, 525 p.</pages><edition>4th</edition><keywords><keyword>Leadership.</keyword><keyword>Teams in the workplace.</keyword></keywords><dates><year>2010</year></dates><pub-location>Australia</pub-location><publisher>SouthWestern/Cengage Learning</publisher><isbn>9780324596557 (pbk.)
0324596553 (pbk.)</isbn><call-num>CITY CAMPUS 658.4092 LUSI (ED.4) DUE 05-09-11
CITY CAMPUS 658.4092 LUSI (ED.4) DUE 09-10-11</call-num><urls></urls></record></Cite></EndNote>(Lussier & Achua 2010). Thus, appropriate rewards cause efficiency when employees are motivated to reach goals and desired rewards. The aforementioned motivation theories are useful in describing the four leadership styles explained in the following section: directive, supportive, participative, and achievement-oriented ADDIN EN.CITE <EndNote><Cite><Author>McShane</Author><Year>2009</Year><RecNum>2959</RecNum><DisplayText>(McShane, Travaglione & Olekalns 2009)</DisplayText><record><rec-number>2959</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2959</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>McShane, Steven Lattimore</author><author>Travaglione, A.</author><author>Olekalns, Mara</author></authors></contributors><titles><title>Organisational behaviour on the Pacific rim</title></titles><pages>xxvii, 699 p.</pages><edition>3 rd edition.</edition><keywords><keyword>Organizational behavior Pacific Area.</keyword></keywords><dates><year>2009</year></dates><pub-location>North Ryde, N.S.W.</pub-location><publisher>McGraw-Hill</publisher><isbn>9780070140271 (pbk.)</isbn><call-num>CITY CLOSED RESERVE 302.35 MCSH (ED.3) FOR LOAN
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 15-09-11 +1 RECALLED
CITY OPEN RESERVE 2 hr loan 302.35 MCSH (ED.3) FOR LOAN
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 20-09-11
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 19-09-11
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 18-09-11</call-num><urls></urls></record></Cite></EndNote>(McShane, Travaglione & Olekalns 2009).Models of Contingencies Leadership is sometimes limited or unnecessary. Leadership substitute theory for example identifies contingencies where leaders could be substituted with co-workers, or a leader may not be necessary if the employee displays self-leadership, self-direction and self-motivation ADDIN EN.CITE <EndNote><Cite><Author>McShane</Author><Year>2009</Year><RecNum>2959</RecNum><DisplayText>(McShane, Travaglione & Olekalns 2009)</DisplayText><record><rec-number>2959</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2959</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>McShane, Steven Lattimore</author><author>Travaglione, A.</author><author>Olekalns, Mara</author></authors></contributors><titles><title>Organisational behaviour on the Pacific rim</title></titles><pages>xxvii, 699 p.</pages><edition>3 rd edition.</edition><keywords><keyword>Organizational behavior Pacific Area.</keyword></keywords><dates><year>2009</year></dates><pub-location>North Ryde, N.S.W.</pub-location><publisher>McGraw-Hill</publisher><isbn>9780070140271 (pbk.)</isbn><call-num>CITY CLOSED RESERVE 302.35 MCSH (ED.3) FOR LOAN
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 15-09-11 +1 RECALLED
CITY OPEN RESERVE 2 hr loan 302.35 MCSH (ED.3) FOR LOAN
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 20-09-11
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 19-09-11
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 18-09-11</call-num><urls></urls></record></Cite></EndNote>(McShane, Travaglione & Olekalns 2009). Where leadership is needed however, the four leadership styles may apply. They are described in the table below following four useful combinations or continuums. #StyleDescription1Directive/ AutocraticDirective/autocratic leadership is task-oriented and includes setting performance goals and reviews, facilitation, discipline and rewards. 2SupportiveSupportive leadership is people-oriented and describes a friendly and approachable leader who creates a pleasant work environment based on mutual respect, no hierarchy, and employee satisfaction. 3Participative/DemocraticParticipative leadership involves employees in decision making and encourages employee suggestions and involvement. 4Achievement-orientedAchievement-oriented leadership involves employee performance reviews, including goals, efficiency, improvement, responsibility and accomplishment. In this model, the relationship between style and effectiveness, relates to employee characteristics and the employees work environment. Four Combinations or Continuums of Leadership Style: Different combinations of leadership styles are appropriate depending on factors such as skill and experience, locus of control, task structure and team dynamics explained below ADDIN EN.CITE <EndNote><Cite><Author>McShane</Author><Year>2009</Year><RecNum>2959</RecNum><DisplayText>(McShane, Travaglione & Olekalns 2009)</DisplayText><record><rec-number>2959</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2959</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>McShane, Steven Lattimore</author><author>Travaglione, A.</author><author>Olekalns, Mara</author></authors></contributors><titles><title>Organisational behaviour on the Pacific rim</title></titles><pages>xxvii, 699 p.</pages><edition>3 rd edition.</edition><keywords><keyword>Organizational behavior Pacific Area.</keyword></keywords><dates><year>2009</year></dates><pub-location>North Ryde, N.S.W.</pub-location><publisher>McGraw-Hill</publisher><isbn>9780070140271 (pbk.)</isbn><call-num>CITY CLOSED RESERVE 302.35 MCSH (ED.3) FOR LOAN
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 15-09-11 +1 RECALLED
CITY OPEN RESERVE 2 hr loan 302.35 MCSH (ED.3) FOR LOAN
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 20-09-11
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 19-09-11
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 18-09-11</call-num><urls></urls></record></Cite></EndNote>(McShane, Travaglione & Olekalns 2009).-285751377950Leadership Style depends on skill and experience:360997535941000Moving from directive towards supportive is appropriate when employees are inexperienced and unskilled.42735501498600-285752273300Leadership Style depends on locus of control:A combination of participative and achievement-oriented is contingent upon employee preferences between internal and external control and discipline.352425041275004257675-12700044462701390650-285751606550Leadership Style depends on task structure: 299085028003500A mix of directive, supportive and participative is appropriate when the situation depends on task difficulty, frequency, and routine.-285752184400Leadership depends on team dynamics:350520042989500It is appropriate to vary from supportive to directive depending on team cohesion; low cohesion requires a more directive style. 440499510795Leadership and Management: Transformational versus Transactional As we can see from the previous models, leadership styles depend on certain contingencies. Additionally, leadership can be examined from a transformational or transactional perspective. Leadership styles that appeal to employee’s values and aspiration are transformational, whilst transactional leadership describe managerial leaders who find ways to achieve organisational objectives more efficiently by for example linking performance and resource management with rewards (McShane 2009). It has been suggested that behavioural and contingency theories better describes management rather than leadership PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5Hb2xkPC9BdXRob3I+PFllYXI+MjAxMDwvWWVhcj48UmVj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ADDIN EN.CITE PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5Hb2xkPC9BdXRob3I+PFllYXI+MjAxMDwvWWVhcj48UmVj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ADDIN EN.CITE.DATA (Alvesson & Sveningsson 2003; Gold, Thorpe & Mumford 2010a, 2010b; McShane, Travaglione & Olekalns 2009). This is because it focuses on behaviour that improves employee performance and well-being rather than on behaviours that moves the organisation and work unit to a new direction. Importantly, organisations require leaders who do both, however workload often prevent leaders from distancing themselves from management (McShane 2009, p.469). Differentiation between the two is necessary to avoid organisational stagnation. To clarify and divide, management can be defined as coping with complexity and leadership defined as coping with change ADDIN EN.CITE <EndNote><Cite><Author>Robbins</Author><Year>2004</Year><RecNum>2275</RecNum><Prefix>Kotter in </Prefix><DisplayText>(Kotter in Robbins, Waters-Marsh & Millett 2004)</DisplayText><record><rec-number>2275</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2275</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>Robbins, Stephen P.</author><author>Waters-Marsh, Terry</author><author>Millett, Bruce</author></authors></contributors><titles><title>Organisational behaviour</title></titles><pages>xxiii, 669 p.</pages><edition>4th</edition><keywords><keyword>Organizational behavior Australia.</keyword><keyword>Leadership Australia.</keyword></keywords><dates><year>2004</year></dates><pub-location>Frenchs Forest, N.S.W.</pub-location><publisher>Pearson Education</publisher><isbn>1741030129
0130454494 (CD-ROM)</isbn><call-num>CITY CAMPUS 302.35 ROBB (2004.ED) DUE 14-09-11
CITY CAMPUS 302.35 ROBB (2004.ED) FOR LOAN
KURING-GAI CAMPUS 302.35 ROBB (2004.ED) FOR LOAN</call-num><urls></urls></record></Cite></EndNote>(Kotter in Robbins, Waters-Marsh & Millett 2004). However, fifty years of research has found that people interpret messages differently due to prior experiences and events ADDIN EN.CITE <EndNote><Cite><Author>Dervin</Author><Year>1992</Year><RecNum>708</RecNum><DisplayText>(Dervin 1992; Macnamara 2005)</DisplayText><record><rec-number>708</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">708</key></foreign-keys><ref-type name="Book Section">5</ref-type><contributors><authors><author>Dervin, B.</author></authors><secondary-authors><author>Glazier, Jack D.</author><author>Powell, Ronald R.</author></secondary-authors></contributors><titles><title>From the mind's eye of the user: the sense-making qualitative-quantitative methodology</title><secondary-title>Qualitative research in information management</secondary-title></titles><pages>xiv, 238 p.</pages><keywords><keyword>Library science Research Methodology.</keyword><keyword>Information science Research Methodology.</keyword></keywords><dates><year>1992</year></dates><pub-location>Englewood, Colo</pub-location><publisher>Libraries Unlimited</publisher><isbn>0872878066</isbn><call-num>CITY CAMPUS 020.723 GLAZ FOR LOAN
CITY CAMPUS 020.723 GLAZ c.2 FOR LOAN
KURING-GAI CAMPUS 020.723 GLAZ FOR LOAN</call-num><urls></urls></record></Cite><Cite><Author>Macnamara</Author><Year>2005</Year><RecNum>536</RecNum><record><rec-number>536</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">536</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>Macnamara, Jim R.</author></authors></contributors><titles><title>Jim Macnamara's public relations handbook</title></titles><pages>xvi, 356 p.</pages><edition>5th</edition><keywords><keyword>Public relations Australia.</keyword><keyword>Public relations Handbooks, manuals, etc.</keyword><keyword>Business communication.</keyword></keywords><dates><year>2005</year></dates><pub-location>Broadway, N.S.W.</pub-location><publisher>Archipelago Press</publisher><isbn>0958753741</isbn><call-num>CITY OPEN RESERVE 2 hr loan 659.2 MACN (ED.5) FOR LOAN</call-num><urls></urls></record></Cite></EndNote>(Dervin 1992; Macnamara 2005). Thus, one style or theory cannot be entirely all-embracing. Similarly, people have leadership prototypes. What works with some people and in some situations may not as easily be applied or even be suitable in another. Experience depends on a person’s actions, behaviour, thoughts, decisions, skills, knowledge, identity, environment, beliefs and values ADDIN EN.CITE <EndNote><Cite><Author>Dervin</Author><Year>2003</Year><RecNum>600</RecNum><DisplayText>(Dervin, Foreman-Wernet & Lauterbach 2003)</DisplayText><record><rec-number>600</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">600</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>Dervin, Brenda</author><author>Foreman-Wernet, Lois</author><author>Lauterbach, Eric</author></authors></contributors><titles><title>Sense-making methodology reader : selected writings of Brenda Dervin</title></titles><keywords><keyword>Communication Philosophy.</keyword><keyword>Communication Methodology.</keyword></keywords><dates><year>2003</year></dates><pub-location>Cresskill, NJ</pub-location><publisher>Hampton Press</publisher><isbn>1572735090</isbn><urls></urls></record></Cite></EndNote>(Dervin, Foreman-Wernet & Lauterbach 2003). The latter two in particular stands out in a globalised world with increasing awareness of and sensitivity to, different beliefs and values across cultures. Values are hard to change because they are long-lasting beliefs built on moral and ethics about what is important in a variety of situations. Values and beliefs thus play an important role in influencing individual behaviour.Implicit leadership theory explains how leadership effectiveness is often viewed based on preconceived beliefs about leadership features and behaviours (leadership prototypes) ADDIN EN.CITE <EndNote><Cite><Author>McShane</Author><Year>2009</Year><RecNum>2959</RecNum><Pages>473</Pages><DisplayText>(McShane, Travaglione & Olekalns 2009, p. 473)</DisplayText><record><rec-number>2959</rec-number><foreign-keys><key app="EN" db-id="p9pedwd9a0x5esedw29pf0sbwtw5wdtfxted">2959</key></foreign-keys><ref-type name="Book">6</ref-type><contributors><authors><author>McShane, Steven Lattimore</author><author>Travaglione, A.</author><author>Olekalns, Mara</author></authors></contributors><titles><title>Organisational behaviour on the Pacific rim</title></titles><pages>xxvii, 699 p.</pages><edition>3 rd edition.</edition><keywords><keyword>Organizational behavior Pacific Area.</keyword></keywords><dates><year>2009</year></dates><pub-location>North Ryde, N.S.W.</pub-location><publisher>McGraw-Hill</publisher><isbn>9780070140271 (pbk.)</isbn><call-num>CITY CLOSED RESERVE 302.35 MCSH (ED.3) FOR LOAN
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 15-09-11 +1 RECALLED
CITY OPEN RESERVE 2 hr loan 302.35 MCSH (ED.3) FOR LOAN
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 20-09-11
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 19-09-11
CITY 7 DAY LOAN 302.35 MCSH (ED.3) DUE 18-09-11</call-num><urls></urls></record></Cite></EndNote>(McShane, Travaglione & Olekalns 2009, p. 473). Thus, leaders influence on organisational success is often inflated (p. 473). Most employees look for confirming evidence of differentiating leadership because the belief makes them feel better. Explaining organisational failure or success on a leader’s ability is a micro-economic belief that says people generate life events rather than “uncontrollable natural forces” (p. 474). To meet follower expectations, leaders must act in accordance with prototypes in order to bring about organisational change, and to succeed. What sets a true leader apart may therefore be their ability to separate themselves from the burden of leadership and accredit organisational success to its stakeholders, meaning to employ the right leadership style at the right time.Part III: Practical ImplicationsIn light of concepts described in the literature review, the following implications are analysed in terms of the challenges facing the organisation in this case study. DIA is a four year old global recruitment consultancy with four staff located around the world. They have recently employed new and young staff to connect with and reflect external stakeholders. The leadership styles chosen to meet each challenge are numbered and sectioned into paragraphs outlining theoretical and practical examples. In particular, the organisation faced challenges of knowledge transfer between established experienced staff and new young staff, who worked in different locations and countries. Directive Leadership with new and inexperienced staff:DIA has recently employed two young and inexperienced staff, one of which came from a military background. Experienced staff needed to transfer knowledge efficiently, teach organisational practices and systems, and keep a dynamic growth. Directive leadership was employed in terms of setting SMART goals (Specific, Measurable, Attainable, Relevant, Timely) and strict deadlines. Goal setting theory, including coaching, facilitating and supervising, inspired specific and challenging goals that created a vision, drive and commitment. The organisation provided directed guidance and resources to ensure new staff had everything they needed to complete tasks. Tasks were listed in goal sheets and 90 day plans. The plans included daily, monthly, quarterly and yearly goals. This enabled staff to see how their work related to the organisations mission and understand the value of their work. We are here moving from directive towards supportive leadership. Supportive Leadership StyleIn the new DIA team, a supportive leader was important. All staff were well educated, confident and capable. A friendly and pleasant work environment resulted in mutual respect and increased team cohesion. This meant staff enjoyed their work which also increased productivity. Participative Leadership to empower staff and promote a comfortable environmentParticipative leadership was employed particularly at team meetings where staffs were welcome to suggest and present creative ideas that were often used. In conjunction with goal setting theory, team members were able to set their own success goals, timelines and rewards. This resulted in greater team cohesion and motivation. Together and in ‘one on one meetings’ with their supervisor, team members provided each other with positive reinforcement working towards more desirable rewards employing regular feedback. Achievement-oriented leadership and equity theory describes how the team decided upon different bonuses for different people dependant on their performance review with their manager, their personal wants and needs, and the individual in comparison to others. A combination of participative and achievement-oriented leadership increased efficiency, improved individual and team responsibility and accomplishment.As we can see, a mix of directive, supportive and participative is appropriate depending on the situation. Routine tasks needed supportive leadership, monitoring and sufficient resources. Participative leadership was needed depending on the frequency of tasks. Members contributed in an open environment and set their own rewards, and servant leadership was more efficient. Difficult tasks needed directive leadership which gave team members a sense of value and regularity. ConclusionTo answer the opening statement, it is incorrect to say that “democratic/participative leadership style is always more effective than autocratic/directive leadership style” because it is depends upon the situation, the people involved, and the tasks at hand. The case study example outlined how participative, supportive and directive leadership was employed in different situations and with different people to increase efficiency. Although it was time consuming and challenging to train new staff and provide supervisory meetings, the team benefited from a mix of leadership styles and team awareness of the leadership styles employed in which situation. It is useful to employ management tools to ensure efficiency including; daily contact, weekly meetings with agenda and goal sheets, quarterly performance reviews and 90 day plans, yearly business plans and clear task and job descriptions. In our knowledge worker age, it is also important that all individuals and organisations are aware of the tools at hand, the leadership styles employed and individual and organisational goals, to achieve organisational team cohesion.Reference List ADDIN EN.REFLIST Alvesson, M. & Sveningsson, S. 2003, 'Managers doing leadership: The extra-ordinarization of the mundane', Human Relations vol. 56, no. 12, pp. 1435-1459.Borkowski, N. 2005, Organizational behavior in health care, Jones and Bartlett Publishers, Sudbury, Mass.Buchanan, D.A. & Huczynski, A. 2010, Organizational behaviour, 7th edn, Pearson Education, Harlow.Chemers, M.M. 1997, An integrative theory of leadership, Lawrence Erlbaum Associates, Mahwah, NJ.Chemers, M.M. & Ayman, R. 1993, Leadership theory and research : perspectives and directions, Academic Press, San Diego.Daft, R.L. & Lane, P. 2005, The leadership experience, 3rd edn, Thomson/South-Western, Mason, Ohio ; [Great Britain].Daft, R.L. & Lane, P.G. 2011, The Leadership experience, 5e [ed.] edn, South-Western Cengage Learning, Australia ; Mason, OH.Dervin, B. 1992, 'From the mind's eye of the user: the sense-making qualitative-quantitative methodology', in J.D. Glazier & R.R. Powell (eds), Qualitative research in information management, Libraries Unlimited, Englewood, Colo, pp. xiv, 238 p.Dervin, B., Foreman-Wernet, L. & Lauterbach, E. 2003, Sense-making methodology reader : selected writings of Brenda Dervin, Hampton Press, Cresskill, NJ.DuBrin, A.J. 2010, Leadership : research findings, practice, and skills, 6th edn, South-Western/Cengage, Mason, OH.Dulewicz, V. & Higgs, M. 2005, 'Assessing leadership styles and organisational context', Journal of Managerial Psychology, vol. 20, no. 2, pp. 105 - 123.Gold, J., Thorpe, R. & Mumford, A. 2010a, Gower handbook of leadership and management development, Gower, Burlington, VT.Gold, J., Thorpe, R. & Mumford, A. 2010b, Leadership and management development, 5th edn, Chartered Institute of Personnel and Development, London.Griffin, R.W. & Moorhead, G. 2010, Organizational behavior : managing people and organizations, 9th edn, South-Western/Cengage Learning, Australia.Hamilton, C. 2010, Communicating for results : a guide for business and the professions, 9th edn, Thomson/Wadsworth, Belmont, Calif.Hurd, A.R., Barcelona, R.J. & Meldrum, J.T. 2008, Leisure services management, Human Kinetics, Champaign, IL.Locke, E.A. 2000, The Blackwell handbook of principles of organizational behavior, Blackwell Business, Oxford ; Malden, MA.Locke, E.A. 2009, Handbook of principles of organizational behavior : indispensable knowledge for evidence-based management, 2nd edn, John Wiley & Sons, Chichester, Sussex ; [Hoboken].Locke, E.A. & Kirkpatrick, S. 1991, The essence of leadership : the four keys to leading successfully, Lexington Books, New York.Locke, E.A. & Latham, G.P. 1990, A theory of goal setting & task performance, Prentice Hall, Englewood Cliffs, N.J.Lussier, R.N. & Achua, C.F. 2010, Leadership : theory, application, skill development, 4th edn, SouthWestern/Cengage Learning, Australia.Macnamara, J.R. 2005, Jim Macnamara's public relations handbook, 5th edn, Archipelago Press, Broadway, N.S.W.McShane, S.L., Travaglione, A. & Olekalns, M. 2009, Organisational behaviour on the Pacific rim, 3 rd edition. edn, McGraw-Hill, North Ryde, N.S.W.Pahl, N. 2008, 'The Role of Emotional Intelligence in Leadership'.Pride, W.M., Hughes, R.J. & Kapoor, J.R. 2009, Foundations of business, 2nd edn, Houghton Mifflin Harcourt Pub., Boston.Quinn, R.E. 2011, Becoming a master manager : a competing values approach, 5 edn, Hoboken, NJ : Wiley.Robbins, S.P., Waters-Marsh, T. & Millett, B. 2004, Organisational behaviour, 4th edn, Pearson Education, Frenchs Forest, N.S.W.Rounds, J.L. & Segner, R.O. 2011, Construction supervision, Wiley, Hoboken, N.J.Vroom, V.H. & Yetton, P.W. 1973, Leadership and decision-making, University of Pittsburgh Press, Pittsburgh. ................
................
In order to avoid copyright disputes, this page is only a partial summary.
To fulfill the demand for quickly locating and searching documents.
It is intelligent file search solution for home and business.
Related searches
- bureaucratic leadership style characteristics
- bureaucratic leadership style weaknesses
- leadership style advantages and disadvantages
- team leadership style disadvantages
- transformational leadership style pdf
- my leadership style essay examples
- more effective synonym
- what s your leadership style quiz
- transformational leadership style in education
- free printable leadership style quiz
- leadership style for financial leadership
- bureaucratic leadership style examples