Академический Документы
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Introduction
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Leadership Models
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Leadership Theory
An Overview
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Leadership Theory
Leader-Member
Exchange Theory
Stringer (2006)
Expectancy Theory
Influence Triggers
Barbuto (2000)
Path-Goal
Instrumentality
Evans (1970)
Leadership Theory
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Stringer (2006)
The Link Between the Quality of the SupervisorEmployee Relationship and the Level of the Employees
Job Satisfaction Public Organizational Review
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Isaac, Zerbe, Pitt (2001)
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Humphreys and Einstein (2004)
They agree with others (Barbuto, 2000; Wofford et al., 2001) that a one size
fits all approach will not improve the state of motivation for many followers
(Leonard et al, 1999: 984). This implies that leaders must engage in dyadic
relationships with followers with respect to the particular task and situation
and the individual self-concept and temperament of each. This seems to be
a tall order and some might suggest an unrealistic one. They disagree. It
does portend, though, that leaders must understand themselves and their
followers and effectively diagnose the leader/follower congruency, as well as
the situation, if enhanced follower motivation is the ultimate goal.
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Barbuto (2000)
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Evans (1970)
Supervisor behavior will only have an impact upon worker behavior and
satisfaction if the following two conditions are met:
If both conditions are met, then a relatively simple strategy will suffice.
Any change in leadership behavior should have direct consequences for
path-goal instrumentalities and hence on worker performance and
satisfaction
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Leadership Style
An Overview
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Leadership Style
Leadership
Leadership Style
Style &
& Motivation
Motivation
Transformational
Transformational
Wofford,
Wofford, Whittington
Whittington and
and
Goodwin
Goodwin (2001)
(2001) and
and
Mohammad,
Mohammad, Al-Zeaud
Al-Zeaud and
and
Batayneh
Batayneh (2011)
(2011)
Ethical
Ethical
Yidong
Yidong and
and Xinxin
Xinxin (2013)
(2013)
Servant
Servant
McCann,
Graves and
McCann, Graves
and Cox
Cox
(2014)
(2014)
Transactional
Transactional
Lavanya
Lavanya and
and Kalliath
Kalliath (2015)
(2015)
Leadership
Leadership Style
Style
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Wofford, Whittington and
Goodwin (2001)
The findings indicate that managers can expect better performance when
they use transformational leadership behaviors with subordinates who
have high needs for autonomy or who have high growth need strength
than when they use these behaviors with subordinates who are low on
these motive patterns.
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Mohammad, Al-Zeaud and
Batayneh (2011)
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Yidong and Xinxin (2013)
This work extended the literature in the sense that they explored and
affirmed the motivational aspect of ethical leadership.
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McCann, Graves and Cox
(2014)
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Lavanya and Kalliath (2015)
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Literature Gap
An Overview
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Gap - Autocratic Leadership