M42. extraction of structure and content
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M42. extraction of structure and content
Transformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West M42. extraction of structure and content of England, UKSenior Lecturer in Organisations StudiesFrenchay Campus, Coldharbour RoadBristol. BS16 1QYGarediS.edwanlsig’uwe.ac.uk+44 (0)117 328 1707Biography - Gareth is a Senior Lecturer in Organisation Studies at Bristol Business School. His current interests are in the application of ideas on M42. extraction of structure and contentaesthetics and leadership, community and dispersed theories of leadership. Before entering academia Gareth spent twelve years working for a leadershipM42. extraction of structure and content
and executive development company.Roger GillDurham Business School. Durham University, UKr.w.t.gillffidurham.ac.ukBiography - Roger is Visiting ProfeTransformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West M42. extraction of structure and contenthair in organizational behaviour and HRM and a subsequent visiting professorship in leadership studies at the University of Strathclyde Business School in Scotland, with responsibility for executive education, established and directed the Research Centre for Leadership Studies at The Leadership Trus M42. extraction of structure and contentt, run his own HR management consulting firm in Singapore and Southeast Asia, and held senior appointments in HR management consulting with the PA ConM42. extraction of structure and content
sulting Group in Southeast Asia and in HR management in the textile and engineering industries in England.Transformational Leadership across HierarchiTransformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West M42. extraction of structure and contentflissez-faire leadership across hierarchical levels in manufacturing organizations in the UK. The aim was to develop a framework of leadership across hierarchical levels that would be useful for leadership development programmes and interventions.Design/methodologv/ơpproơchManagers from 38 companies M42. extraction of structure and content completed a 360-degree version of the Multifactor Leadership Questionnaire. Multiple responses - self, superior, subordinate and peer ratings - wereM42. extraction of structure and content
obtained for 367 managers of whom 15% were female and 85% male, aged between 21 and 62 years (mean = 42 years), from 38 organizations in the UK manufaTransformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West M42. extraction of structure and contentrchical level were gained for 215 (58%), which includes 30 top-level managers, 33 directors, 54 senior managers, 43 middle managers and 55 lower managers. Data concerning time span was also obtained for 253 managers.FindingsThe findings of the research show a distinct pattern of behaviours across di M42. extraction of structure and contentfferent hierarchical levels of organizations. Transformational leadership is equally effective across hierarchical levels in organizations, whereas trM42. extraction of structure and content
ansactional leadership is not effective at the uppermost2https://khothuvien.cori!hierarchical levels in organizations blit effective at levels lower dTransformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West M42. extraction of structure and contenthical levels in organizations was developed from the findings. This framework can be used as a basis for leadership development in UK manufacturing organisations and potentially wider more general organisation contexts.Key words: Transformational, Transactional, Leadership, Effectiveness, Hierarchic M42. extraction of structure and contental Level Classification - Research Paper1. IntroductionThe literature regarding leadership has recently witnessed a shift toward studying leadership iM42. extraction of structure and content
n context (Antonakis, Avolio. and Sivasubramaniam, 2003; Fairhurst, 2009; Fry and Kriger; 2009; Liden and Antonakis, 2009; Pawar and Eastman, 1997; PoTransformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West M42. extraction of structure and contentded and have started to shift focus towards identifying and understanding contextual and organizational variables (Zhu, Avolio and Walumbwa, 2009). This paper contributes to this shift in focus by exploring the contextual impact of hierarchical level on transformational, transactional and laissez-fa M42. extraction of structure and contentire leadership and reports a framework of these leadership behaviours across five hierarchical levels in UKbased manufacturing organizations. This papM42. extraction of structure and content
er adds to knowledge in the area of hierarchical level and leadership research as it investigates leadership effectiveness across hierarchical levels Transformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West M42. extraction of structure and contentgathers data from a broader number of rating sources, then previous research - self, superior, subordinate and peer.2. Leadership Behaviours across Hierarchical LevelsA number of writers have hypothesized differences in leadership style, behaviour and processes across hierarchical levels (Anconakis, M42. extraction of structure and content Avolio, and Sivasubramaniam, 2003; Collins. 2005; Den Hartog, House, Hanges, Ruiz-Quintanilla, and Dorfman, 1999; Dubin, 1979;Grint, 1997: Hunt, 1991M42. extraction of structure and content
; Hunt, Osborn, and Boal, 2009; Mumford, Campion, and Morgeson, 2007; Rowe, 2001; Saskin, 1988; Stogdill, 1974; Waldman and Yammarino, 1999; and ZaccaTransformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West M42. extraction of structure and contentations essentially focuses on the leadership of the total organization, whereas, leadership in organizations involves face-to-face interaction in pairs or groups at lower levels of an organization. A similar distinction is that of visionary leadership and managerial leadership suggested by Rowe (200 M42. extraction of structure and content1). A recent paper adds weight to these distinctions (Hunt et al., 2009) highlighting an important role of managerial leadership just below the strateM42. extraction of structure and content
gic apex (director-level) in organizations. This paper investigates these distinctions in a UK setting through the lens of transformational, transactiTransformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West M42. extraction of structure and content(Alimo-Metcalfe and Alban-Metcalfe, 2003; Bass, Waldman, Avolio, and Bebb, 1987; Bntch and Walter, 2007; Densten, 2003; Lowe, Kroeck, and Sivasubramaniam, 1996; Oshagbemi and Gill, 2004; Stordeur, Vandenberghe, and D’hoore, 2000; Yammarino and Bass, 1990; Yokochi, 1989). Results within this body of M42. extraction of structure and contentresearch.4Transformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the West Transformational Leadership across Hierarchical Levels in UK Manufacturing OrganizationsGareth EduardsBristol Business School, University of the WestGọi ngay
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