Erim Hester Duursema[hr].pdf
The sample of 182 subordinates consisted of 39 subordinates of top-level managers (with 50 or more subordinates), 51 subordinate ...
8.3.2 MEASURES Leadership behaviors Klein et al. (1994; Kozlowski & Klein, 2000) have pointed out the importance of specifyi ...
that the best global rating of job satisfaction is a one-item, 5-SRLQWVFDOHWKDWVLPSO\DVNV³2YHUDOO KRZVDWLVILHGDUH\RX ...
In order to determine which leadership dimension added most predictive value, all 9 variables (4 strategic leadership and 5 tran ...
Table 8-3: Correlations subordinate’ job satisfaction & supervisor leadership Table 8.3 shows that the job satisfaction of s ...
TABLE 8-4: HIERARCHICAL REGRESSION MODEL JOB SATISFACTION....................................................................... ...
TABLE 8-5: REGRESSION ANALYSIS OF SUPPORTIVE LEADERSHIP ON JOB SATISFACTION Table 8.5 demonstrates that the interaction term Sup ...
Despite the fact that organizational level did not fulfil the role of moderator, a different pattern could be observed across or ...
level managers should perform Intellectual stimulation, Organizational creativity and Business development behaviors. As was men ...
9 IMPACT OF SHARED STRATEGIC LEADERSHIP ON TEAM EFFECTIVENESS 9.1 INTRODUCTION As was mentioned in the introductory chapter, the ...
Section 9.2 reviews briefly the notion of shared leadership, followed by section 9.3 which elaborates the topic of team effectiv ...
(Lipman-Blumen, 2000) and distributed (Brown & Gioia, 2002; Gronn, 2002) leadership, social network forces for leadership (B ...
TABLE 9-1: REVIEW OF EMPIRICAL STUDIES ON (SHARED) LEADERSHIP IN TEAMS Avolio et al. (1996) studied the relationship between lea ...
than vertical leadership. Carson et al. (2007) argued that external coaching may compensate for deficiencies in internal team en ...
characteristics combine in a linear fashion such that the mean or sum of individual characteristics represents the team-level co ...
remaining flexible to tailor into new opportunities (similar to Business development). They argued that these tensions could be ...
an outcome of Client centricity and Market proactive orientation as an outcome of Business development (see Figure 9.1 for a gra ...
9.4 METHOD 9.4.1 SAMPLE The sample for this study has been described in chapter eight, but requires some elaboration for this pa ...
in 29 shared leadership scores for the four strategic leadership dimensions. In this measure the team leader was excluded, in or ...
Table 9-3: ICC’s and interrater agreement scores for leadership dimensions Table 9.3 shows acceptable intraclass correlations I ...
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