Effective Leadership for Women and Men
This volume provides a scholarly reference for both academicians and practitioners. The first section provides a distillation of evidence regarding the three approaches to understanding leadership. The second section blends theory and practice into one framework. A unique contribution of this section is the measure influence of gender and sex-roles in leadership. The next section describes the validity of existing leadership models in light of new research in gender and sex-roles and detailed discussions of implications of the theoretical results to varied organizations are provided. The concluding section relates past and current perspectives on leadership to issues and evolving trends.
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LEADERSHIP AS AN INFLUENCE PROCESS
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Agree Agree Disagree Agree Disagree Disagree androgynous bad leadership Bass cadets changes chapter context contingency model contingency theory critical incident technique described developed Disagree Disagree strongly Disagree strongly mildly effective leadership emergence ership evaluate example expectations factors female leaders femininity scores Fiedler focus gender goals Graen group members group performance Helmreich Hollander interaction interpersonal laissez-faire leader behavior leader role leader sex leader-follower leader-member relations leaders and followers leadership condition leadership dynamic leadership process leadership style male and female male leaders managers masculinity and femininity mildly mildly strongly military norms Octant organization organizational personality characteristics position power practitioners predict Project Athena ratings regarding S/he scale sex differences situational favorability situational theories social exchange Spence strongly mildly mildly studies subordinates successful task structure theorists theory of leadership tional tions tokens trait theories transactional approach transactional leadership transactional theory U.S. Military Academy unstructured task variables vertical dyadic West Point