Полезное:
Как сделать разговор полезным и приятным
Как сделать объемную звезду своими руками
Как сделать то, что делать не хочется?
Как сделать погремушку
Как сделать так чтобы женщины сами знакомились с вами
Как сделать идею коммерческой
Как сделать хорошую растяжку ног?
Как сделать наш разум здоровым?
Как сделать, чтобы люди обманывали меньше
Вопрос 4. Как сделать так, чтобы вас уважали и ценили?
Как сделать лучше себе и другим людям
Как сделать свидание интересным?
Категории:
АрхитектураАстрономияБиологияГеографияГеологияИнформатикаИскусствоИсторияКулинарияКультураМаркетингМатематикаМедицинаМенеджментОхрана трудаПравоПроизводствоПсихологияРелигияСоциологияСпортТехникаФизикаФилософияХимияЭкологияЭкономикаЭлектроника
|
Основные термины. вдохновляющее лидерство (inspirational leadership)
вдохновляющее лидерство (inspirational leadership) вероятностный подход к лидерству (contingency approach to leadership) два параметра поведения лидера (two dimensions of leader behavior) заменители лидерства (substitutes for leadership) лидер (leader) лидерство (leadership) лидерство в новую эпоху (new age leadership) нормативный подход к лидерству (normative approach to leadership) обработка социальной информации и лидерство (social information processing and leadership) пол лидерства (gender of leadership) предпосылки лидерства (opportunities for leadership) подход к лидерству с позиции социального обмена (social exchange view of leadership) характерологические теории лидерства (trait theories of leadership) Литература
Adier, N. J. (1996). Global women political leaders: An invisible history, an increasingly important future. Leadership Quarterly, 7, 133-161. Adier, T. (1993, April). Competence determined by status characteristics. АРА Monitof; 24, p. 18. Anderson, L. R., Tolson, J., Fields, M. W, & Thacker, J. W. (1990). Extension of the Pelz Effect: The impact of leader's upward influence on group members' control within the organization. Basic and Applied Social Psychology, 11, 19-32. Atwater, L. E., & Yammarino, E. J. (1993). Personal attributes as predictors of superiors' and subordinates' perceptions of military academy leadership. Human Relations, 46, 645-668. Barnard, C. 1. (1938/1968). The/unctions of the executive. Cambridge, MA: Harvard University Press. Bass, В. М. (1985). Leadership and performance beyond expectations. New York: Free Press. Bass, B. M. (1990a). Bass and Stogdill's handbook of leadership: Theory, research, and managerial applications. New York: Free Press. Bass, B. M. (1990b). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18, 19-31. Bass, В. М. (1995). Theory of transformational leadership redux. Leadership Quarterly, 6,463-478. Basu, R., & Green, S. G. (1995). Subordinate performance, leader-subordinate compatibility, and exchange quality in leader-member dyads: A field study. Journal of Applied Social Psychology, 25,77-92. Bennis, W, & Nanus, B. (1985). Leaders: The strategies/or taking charge. New York: Harper & Row. Binning, J. F, Zaba, A. J., & Whattam, J. C. (1986). Explaining the biasing effects of performance cues in terms of cognitive categorization. Academy of Management Journal, 29, 521-535. Blake, R. R., & Mouton, J. S. (1985). The managerial grid III. Houston, TX: Gulf. Bresnen, M. J. (1995). All things to all people? Perceptions, attributions, and constructions of leadership. Leadership Quarterly, 6, 495-513. Burns, J. M. (1978). Leadership. New York: Harper & Row. Calder, B. J. (1977). An attribution theory of leadership. In B. M. Staw and G. R. Salancik (Eds.), New directions in organizational behavior Chicago: St. Clair. Cherulnik, R. D., Turns, L. C., & Wilderman, S. K. (1990). Physical appearance and leadership: Exploring the role of appearance-based attribution in leader emergence. Journal of Applied Social Psychology, 20,1530-1539. Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19, 44-55. Conger, J. A. (1991). Inspiring others: The language of leadership. Academy o/Management Executive, 5,31-45. Conger, J. A., & Kanungo, R. N. (1994). Charismatic leadership in organizations: Perceived behavioral attributes and their measurement. Journal of Organizational Behavici; 15, 439-452. Dansereau, E., Jr., Graen, G. В., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role-making process. Organizational Behavior and Human Performance, 13, 46-78. Deluga, R. J. (1994). Supervisor trust building, leader-member exchange and organizational citizenship behaviour. Journal of Occupational and Organization Psychology, 67, 315-326. Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6, 524-540. Eagly, A. H., &Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108, 233-256. Eagly, A. H., Makhijani, M. G., & Klonsky, B. G. (1992). Gender and the evaluation of leaders: A meta-analysis. Psychological Bulletin, 111,3-22. Eggleston, K. K., & Bhagat, R. S. (1993). Organizational contexts and contingent leadership roles: A theoretical exploration. Human Relations, 46,1177-1192. Ego deflator. (1996, May 21). Wall Street Journal, p. Al. Fagenson, E. A. (1990). Perceived masculine and feminine attributes examined as a function of individuals' sex and level in the organizational power hierarchy: A test of four theoretical perspectives. Journal o/Applied Psychology, 75, 204-211. Fiedler, F. E. (1967). A theory of leadership effectiveness. New York: McGraw-Hill. Fiedler, F. E. (1995). Cognitive resources and leadership performance. Applied Psychology: An International Review, 44, 5-28. Fiedler, F. E., & Garcia, J. E. (1987). New approaches to effective leadership: Cognitive resources and organizational performance. New York: Wiley. Fiedler, F, & House, R. J. (1994). Leadership theory and research: A report of progress. In C. L. Cooper (Ed.), Key reviews in managerial psychology: Concepts and research or practice. West Sussex, England: Wiley. Field, R. H. G. (1982). A test of the Vroom-Yetton normative model of leadership. Journal of Applied Psychology, 67, 523-532. Field, R. H., & House. R. J. (1990). A test of the Vroom-Yetton model using manager and subordinate reports, journal of Applied Psychology, 75, 362-366. Gastil, J. (1994). A definition and illustration of democratic leadership. Human Relations, 47, 953- 975. Graen, G., & Cashman, J. E (1975). A role making model of leadership in formal organizations: A developmental approach. In J. G. Hunt and L. L. Larson (Eds.), Leadership frontiers. Kent, OH: Kent Slate University Press. Graen, G. В., & Uhl-Bien. M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6, 219-247. Grant, L. (1996, June 24). Rambos in pinstripes: Why so many CEOs are lousy leaders. Fortune, pp. 133,147. Hackman J. R., & Walton, R. E. (1986). Leading groups in organizations. In P. S. Goodman (Ed.), Designing effective work groups. San Francisco: Jossey-Bass. Hart, S. L., & Quinn, R. E. (1993). Roles executives play: CEOs, behavioral complexity, and firm performance. Human Relations, 46, 543-574. Heilman, M. E., Block. C.J., Martell, R. E, & Simon, M. C. (1989). Has anything changed? Current characterizations of men, women, and managers. Journal of Applied Psychology, 74,935-942. Helgesen, S. (1990). The female advantage: Women's ways of leadership. New York: Doubleday. Hersey, P, & Blanchard, К. Н. (1988). Management of organizational behavior: Utilizing human resources (5th ed.). Englewood Cliffs, NJ: Prentice-Hall. Hogan, R., Curphy, G. /, & Hogan, J. (1994). What we know about leadership: Effectiveness and personality. American Psychologist, 49, 493-504. Hollander, E. P. (1958). Conformity, status, and idiosyncrasy credit. Psychological Review, 65, 117-127. Holpp, L. (1995, March). New roles for leaders: An HRD reporters inquiry. Training and Development, 49, 46-50. House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16,321-338. House, R. J., & Baetz, M. L. (1979). Leadership: Some empirical generalizations and new research directions. In B. M. Staw (Ed.), Research in organizational behavior (Vol. 1). Greenwich, CT' JAI. House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3,81-97. House, R.J., Spangler, W. D., & Woycke.J. (1991). Personality and charisma in the U.S. Presidency: A psychological theory of leadership effectiveness. Administrative Science Quarterly, 36, 364- 396. Huey, J. (1994, Feb. 21). The new post-heroic leadership. Fortune, pp. 42-50. Hughes, R. L, Ginnett. R. C., & Curphy, G. J. (1996). Leadership: Enhancing the lessons of experience. Chicago: Invin. Indvik, J. (1986). Path-goal theory of leadership: A meta-analysis. Presented at the meetings of the Academy of Management, Chicago, Jablin, E M. (1980). Superiors upward influence, satisfaction, and openness in superior-subordinate communication: A re-examination of the «Pelz Effect.» Human Communication Research, 6. 210-220. Katz, D., & Kahn, R. L. (1978). The social psychology of organizations (2nd ed.). New York: Wiley Katz, D., Maccoby, N., & Morse, N. C. (1950). Productivity, supervision, and morale in an office situation. Ann Arbor, MI: University of Michigan Institute for Social Research, Keller, R. T. (1989). A test of the path-goal theory of leadership with need for clarity as a moderator in research and development organizations. Journal of Applied Psychology, 74, 208-212. Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66, 142-148. Kelley, R. (1992). The power of followership. New York: Doubleday. Kenney, R. A., Blascovich, J., & Shaver, P. R. (1994). Implicit leadership theories: Prototypes for new leaders. Basic and Applied Social Psychology, 15,409-437. Kerr, S,, & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 26,375-403. Kets de Vries, M. F. R. (1993). Leaders, Joo Is, and impostors: Essays on (he psychology of leadership. San Francisco: Jossey-Bass. Kets de Vries, M. F. R. (1994). The leadership mystique. Academy of Management Executive. 8, 73-89. Kim, H., & Yuki, G. (1995). Relationships of managerial effectiveness and advancement to self-reported and subordinate-reported leadership behaviors from the multiple-linkage model. Leadership Quarterly, 6, 361-377. Kipnis, D., Schmidt, S. M., & Wilkinson. I. (1980). Intraorganizational influence tactics: Explorations in getting one's way. Journal of Applied Psychology, 65, 440-452. Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter? Academy of Management Executive, 5, 48-60. Krantz.J., & Gilmore, T. N. (1990). The splitting of leadership and management as a social defense. Human Relations, 43, 183-204. Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/ developmental analysis. Academy o/Management Review, 12, 648-657. Lewin, K., Lippitt, R., & White, R. K. (1939), Patterns of aggressive behavior in experimentally created «social climates.» Journal of Social Psychology, 10, 271-299. Lord, R. G., DeVader, C. L., & Alliger, G. M. (1986). A meta-analysis of the relation between personality trails and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71, 402-410. Major, D. A., Kozlowski, S. W.J., Chao, G. Т., & Gardner, R D. (1995). A longitudinal investigation of newcomer expectations, early socialization outcomes, and the moderating effects of role development factors. Journal of Applied Psychology, 80, 418-431. Manz, C. C., & Sims, H. P., Jr. (1987). Leading workers to lead themselves: The external leadership of self-managing work teams. Administrative Science Quarterly, 32, 106-128. Manz, C. C., & Sims, H. P., Jr. (1990). SuperLeadership: Leading others to lead themselves. New York: Berkley. Manz, C. C., & Sims, H. P., Jr. (1991). SuperLeadership: Beyond the myth of heroic leadership. Organizational Dynamics, J9, 18-35. Manz, C. C., & Sims, H, P., Jr. (1995). Businesses without bosses: How self-managing teams arc building high-performance companies. New York: Wiley. Mathieu, J. E. (1990). A test of subordinates' achievement and affiliation needs as moderators of leader path-goal relationships. Basic and Applied Social Psychology, 1 1, 179-189. McElroy J. C. (1982). A typology of attribution leadership research. Academy of Management Review, 7,413-417. Meindl, J. R. (1995). The romance of leadership as a follower-centric theory: A social constructionist approach. Leadership Quarterly, 6, 329-341. Meindl. J. R., & Ehrlich, S. B. (1987). The romance of leadership and the evaluation of organizational performance. Academy of Management Journal, 30, 91-109. Meindl.J. R., Ehrlich, S. В., &t Dukerich.J. M. (1985). The romance of leadership. Administrative Science Quarterly, 30, 78-102. Mintzberg, H. (1980). The nature of managerial worl;. Englevvood Cliffs, NJ: Prentice-Hall. Norris. J. M., & Wylie, A. M. (1995). Gender stereotyping of the managerial role among students in Canada and the L'nited States. Group and Organization Management. 20. 167-182. O'Connor, J., Mumford, M. D., Clifton, T. C., Gessner, T. L., & Connelly, M. S. (1995). Charismatic leaders and destructiveness: A histonometric study. Leadership Quarterly, 6, 529-555. Paul, R. J., & Ebadi, Y. M. (1989). Leadership decision making in a service organization: A field test of the Vroom-Yetton model. Journal of Occupational Psychology, 62. 201-211. Pelz, D. C. (1951). Leadership within a hierarchical organization, journal of Social Issues, 7, 49-55. Peters, L. H., Hartke, D. D., & Pohlmann, J. T. (1985). Fiedlers contingency theory of leadership: An application of the meta-analysis procedures of Schmidt and Hunter. Psychological Bulletin, 97,274-285. Pfeffer, J. (1977). The ambiguity of leadership. Academy of Management Review, 2. 104-112. Phillips, A. S., & Bedeian, A. G. (1994). Leader-follower exchange quality: The role of personal and interpersonal attributes. Academy of Management Journal, 37, 990-1001. Phillips J. S., & Lord.R. G.(1982). Schematic information processing and perceptions of leadership in problem-solving groups. Jounial of. Applied Psychology, 67, 486-492. Podsakoff. P M., MacKenzie, S. В., Ahearne, M., & Bommer, W. H. (1995). Searching for a needle in a haystack: Trying to identify the illusive moderators of leadership behaviors, journal of Management, 21, 422-470. Podsakoff, P M., MacKenzie. S. В., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management. 22. 259-298. Podsakoff, R. M., Niehoff, B. R. MacKenzie, S. В., & Williams, M. L. (1993). Do substitutes for leadership really substitute for leadership? An empirical examination of Kerr and Jermier's situational leadership model. Organizational Behavior and Human Decision Processes, 54, 1-44. Powell, G. N. (1988). Women and men in management. Newbury Park. CA: Sage. Qumn, R. E. (1988). Beyond rational management; Mastering the paradoxes and competing demands of high performance. San Francisco: Jossey-Bass. Ragins, B. R. (1989). Power and gender congruency effects in evaluations of male and female managers. Journal of.Management, 15, 65-76. Ragins, B. R. (1991). Gender effects in subordinate evaluations of leaders: Real or artifact? Journal of Organizational Behavior. 12, 259-268, Ragins, B. R., & Sundstrom, E. (1989). Gender and power in organizations: A longitudinal perspective. Psychological Bulletin, JOS, 51-88. Rosenbaum, L. L., & Rosenbaum. \V. B. (1971). Morale and productivity consequences of group leadership style, stress, and tvpe of task. Journal of Applied Psychology, 55. 343-348. Rosener, J. B. (1990). Ways women lead. Harvard Business Review, 119-125. Rosener, J. В. (1995). Americas competitive secret: Utilizing women as a management strategy New York: Oxford University Press. Schein, V. E. (1973). The relationship between sex role stereotypes and requisite management characteristics. Journal o/Applied Psychology. 57, 95-100. Schein, V. E., Mueller. R., Lituchy, Т., & Liu, J. (1996). Think manager—think male: A global phenomenon? Journal of Organizational Behavior. 17, 33-41. Schnake, M., Dumler, M. P., & Cochran, D. S. (1993). The relationship between «traditional» leadership, «super» leadership, and organizational citizenship behavior. Group and Organization Management, 18,352-365 Schriesheim, C. A., Tepper, B.J., & Tetrault, L. A. (1994). Least preferred co-worker score, situational control, and leadership effectiveness: A meta-analysis of contingency model performance predictions. Journal of Applied Psychology, 79, 561-573. Seltzer, J., & Numeral, R. E. (1988). Supervisory leadership and subordinate burnout. Academy of Management Journal, 31, 439A+46. Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 8J, 219-227. Sims, H. P., Jr., & Manz, С. С. (1996). Company of heroes: Unleashing the power of self-leadership. New York: Wiley. Smither, R. D. (1993). Authoritarianism, dominance, and social behavior: A perspective from evolutionary personality psychology. Human Relations, 46, 23-43. Staw, B. M. (1982). Counterforces to change. In P. S. Goodman (Ed.), Change in organizations: New perspectives on theory, research and practice. San Francisco: Jossey-Bass. Stogdill, R. M. (1974). Handbook o/leadership: A survey of theory and research. New York: Free Press. Stogdill, R. M., & Coons, A. E. (Eds.). (1957). Leader behavior: Its description and measurement. Columbus, OH: Bureau of Business Research, Ohio State University. Tepper, B. J., & Percy, P. M. (1994). Structural validity of the Multifactor Leadership Questionnaire. Educational and Psychological Measurement, 54, 734-744. Tichy, N. M., & Devanna, M. A. (1986). The transformational leader New York: Wiley Vecchio, R. P. (1990). Theoretical and empirical examination of cognitive resource theory. Journal of Applied Psychology, 75,141-147. Vecchio, R. P., & Gobdel, В. С. (1984). The vertical dyad linkage model of leadership: Problems and prospects. Organizational Behavior and Human Performance, 34, 5-20. Vroom, V. H. (1976). Can leaders learn to lead? Organizational Dynamics, 4, 17-28. Vroom, V. H., & Jago, A. G. (1988). The new leadership: Managing participation in organizations. Englewood Cliffs, NJ: Prentice-Hall. Vroom, V. H., & Mann, E C. (1960). Leader authoritarianism and employee attitudes. Personnel Psychology, 13,125-140. Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision making. Pittsburgh: University of Pittsburgh Press. Wofford, J. C., & Goodwin, V. L. (1994). A cognitive interpretation of transactional and transformational leadership theories. Leadership Quarterly, 5, 161-186. Wofford, J. C., & Liska, L. Z. (1993). Path-goal theories of leadership: A meta-analysis. Journal of Management, 19, 857-876. Yuki, G. A. (1994). Leadership in organizations (3rd ed.). Englewood Cliffs, NJ: Prentice-Hall. Yuki, G., & Falbe, С. М. (1990). Influence tactics and objectives in upward, downward, and lateral influence attempts. Journal of Applied Psychology, 75,132-140. Date: 2015-09-19; view: 400; Нарушение авторских прав |