This theory explains that the exchange between the leader and the follower is based not on simply routine but intellectual stimulation, inspiration and motivation. The leaders define an environment where…
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Avolio and Howell in their article suggest that transformational leadership has three measures that define the performance of managers and these measures are linked with local of control and innovation. The article also discusses how transactional leadership is connected to manager performance but is negatively linked unlike transformational leadership.
Dubinsky and Yammarino suggest in their article that that transformational leadership can be studied at the level of individuals, dyads and groups to understand how their performance is impacted by this leadership method.
Dubinsky and Yammarino further define four hypotheses for their levels of analysis or evaluation on how transformational leadership is based on and is affected by individual differences, differences in dyads within groups, differences between dyads and between each of them, cross level:
“Hypothesis 1: Relationships derived from transformational leadership theory (five previously stated expectations) will hold at the individual level of analysis; that is, they are based on individual differences”
“Hypothesis 2: Relationships derived from transformational leadership theory will hold at the dyads-within-groups level of analysis; that is, they are based on differences among dyads within groups.”
“Hypothesis 4: Relationships derived from transformational leadership theory will be cross-level in nature, holding at three levels of analysis; that is, they are based on individual differences, between-dyads differences, and differences among dyads within groups.”
To understand how business performance can be impacted through transformational leadership and whether performance is a direct result of transformational leadership, the following hypotheses have been designed by Avolio and Howell:
Hypotheses 3a, 3b, and 3c: Charismatic leadership, leadership based on intellectual stimulation, and leadership based on individualized
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Characteristics of contemporary organisations Organisation Structure The field of organisational behaviour is directly related the different factors of an organisation such as the individual, the groups and the structure. Basically, these factors have effects on the behaviour of the members and units of an organisation.
(Amit-Talai) states that the very subject has not been researched much by the educationalists, philosophers and sociologists. According to Amit-Talai, a clear understanding of the functionality of friendship is fundamental to its continuation and significance in the life of an adolescent.
al 1). Specifically, the researched tried to answer the following questions: the impact of technology used in educational settings have on child development; on which uses of technology hold the greatest promise for improving child well-being outcomes; and on whether future research is needed to understand the impact of technology on children according to cognitive, social, emotional, and physical perspectives (Koeppl et.
More importantly, much research work has gone into determining the mechanisms in which traditions are passed implicitly from one generation to another. The research article has definitely echoed what Freud and other philosophers have argued about transition of collective memory.
The qualitative study used a descriptive questionnaire with the implication that the events described would be interpreted by the respondent's culture and status as well as the limits of language and translation. The researchers selected the responses that were most appropriate for the study from a group of 160 respondents to a questionnaire.
can influence a persons level of job satisfaction; some of these factors include the level of pay and benefits, the perceived fairness of the promotion system within a company, the quality of the working conditions, leadership and social relationships, and the job itself (the
employee attitudes, management practices and its strategies to deal with situations that encompass human resource management, leadership practices and change management. It defines the organizational belief and attitude in the way goals and objectives are accomplished. An
atson in 1913, it is based on the concept that the behavior an individual possesses is a result of his observation, experiences and conditioning, and that the circumstances and the environment a person lives in are responsible for making him behave the way he does. Murray,