The Wiley-Blackwell handbook of the psychology of by H Skipton Leonard; et al

By H Skipton Leonard; et al

Show description

Read or Download The Wiley-Blackwell handbook of the psychology of leadership, change and organizational development PDF

Best occupational & organizational books

Handbook of industrial organization,

Hardbound. This guide serves as a resource, reference, and instructing complement for business association (or commercial economics), the wide box inside microeconomics that makes a speciality of company habit and its implications either for marketplace buildings and strategies, and for public guidelines in the direction of them.

Preventing Stress in Organizations: How to Develop Positive Managers

Combating rigidity in Organizations:How to increase optimistic Managersoffers an cutting edge, evidence-based method of aid managers hinder and decrease place of work tension of their employees. offers info at the serious talents managers needs to strengthen with a view to hinder rigidity of their employees, and the most important ongoing behaviours that advertise a fit paintings environmentShows practitioners in occupational psychology, HR, health and wellbeing and safeguard and comparable professions how confident administration should be built-in into a company?

Moral Contract Theory and Social Cognition: An Empirical Perspective

This interdisciplinary paintings attracts on examine from psychology and behavioral economics to guage the plausibility of ethical agreement concept. In a compelling demeanour with implications for ethical concept extra largely, the author’s novel procedure resolves a couple of key contingencies in contractarianism and contractualism.

Employee Well-being Support : a Workplace Resource

Staff have a suite of wishes as a part of the 'psychological agreement' of employment. besides the fact that, companies function for a cause and so they too have agendas and desires. it's how the 2 come jointly that determines the skill for sturdy human relatives and optimal productiveness. worker future health help is an edited number of professional contributions that explores all key matters during this more and more severe sector.

Additional info for The Wiley-Blackwell handbook of the psychology of leadership, change and organizational development

Sample text

With respect to the contributions of Fiedler’s model, it should be borne in mind that it was developed over half a century ago and is regarded as the first major situational model. Importantly, it initiated the switch from focusing purely on the personality traits of leaders, to emphasizing also the importance of contextual variables (Liden & Antonakis, 2009), and particularly the relationship between leader and follower. In addition to the criticisms cited above, given that the model is based on the inflexibility of leadership style, if it were correct then individuals in leadership positions would have to be moved around an organization as the task structure and position power varied, which is hardly practical.

Since gender has been found to relate to how ethical decisions are construed and moral dilemmas analyzed, this information is important. In the development of the ELS, Kalshoven et al. (2011) augmented analysis of the relevant extant literature with data collected via interviews with a Dutch sample of eight managers and seven employees (43% and 50% male, respectively). GENDER AND ETHICS In her book In a Different Voice, Carol Gilligan points out that Kohlberg’s classic theory of moral development (Kohlberg, 1958, 1973; Kohlberg & Turiel, 1971) reflected a masculine perspective of morality, not simply because of his gender, but because he based his interviews on 72 male (US) adolescents.

House & Howell (1992) distinguish between two kinds of charismatic leadership: personalized (self-aggrandizing, exploitative, authoritarian) and socialized (altruistic, collectively oriented, egalitarian) (House & Aditya, 1997). ” Yukl (1999) warns that some charismatic leaders use manipulative behaviors such as “exaggerating positive achievements and taking unwarranted credit for achievements,” “covering up mistakes and failures,” and “blaming others for mistakes” (p. 296). In a cross-sectional study, Tosi et al.

Download PDF sample

Rated 4.31 of 5 – based on 50 votes