x
- INTRODUCTION LIST OF FIGURES X
- 1 SHARED LEADERSHIP FOR THE 21ST CENTURY
- 1.1 INTRODUCTION
- 1.2 THE 21 ST CENTURY CONTEXT
- 1.3 RESEARCH CONTEXT
- 1.4 THE CONTEMPORARY NEED FOR SHARED LEADERSHIP
- 1.5 CONCLUSION
- 2 IN SEARCH FOR STRATEGIC LEADERSHIP
- 2.1 INTRODUCTION
- 2.2 LEADERSHIP AND ORGANIZATIONS
- 2.3 DIFFERENCES BETWEEN SUPERVISORY AND STRATEGIC LEADERSHIP
- 2.4 RESEARCH QUESTIONS & RESEARCH STRUCTURE
- PART I: CONCEPTUALIZATION
- 3 LEADERSHIP AT DIFFERENT ORGANIZATIONAL LEVELS..................................................................................
- 3.1 INTRODUCTION
- 3.2 LEADERSHIP DIFFERENCES ACROSS ORGANIZATIONAL LEVELS
- 3.3 DISCONTINUITY PERSPECTIVE
- 3.4 CONTINUITY PERSPECTIVE
- 3.5 CONCLUSION
- 4 EVOLUTION OF LEADERSHIP THEORY
- 4.1 INTRODUCTION
- 4.2 CLASSIC LEADERSHIP THEORIES
- 4.3 NEW LEADERSHIP THEORIES
- 4.4 CONTEMPORARY LEADERSHIP THEORIES
- 4.5 CONCLUSION
- 5 REINVENTING STRATEGIC LEADERSHIP
- 5.1 INTRODUCTION
- 5.2 THE CONCEPT OF STRATEGY
- 5.3 STRATEGIC LEADERSHIP LITERATURE REVIEW
- 5.4 STRATEGIC LEADERSHIP CONCEPTUAL MODEL
- 5.5 RELATEDNESS WITH OTHER MODELS
- 5.6 CONCLUSION
- PART II: OPERATIONALIZATION & VALIDATION
- 6 OPERATIONALIZING STRATEGIC LEADERSHIP
- 6.1 INTRODUCTION
- 6.2 METHOD
- 6.3 RESULTS
- 6.4 DISCUSSION
- 7 VALIDATION OF STRATEGIC LEADERSHIP MEASUREMENT viii
- 7.1 INTRODUCTION
- 7.2 METHOD
- 7.3 RESULTS
- 7.4 DISCUSSION
- PART III: APPLICATIONS
- 8 IMPACT OF LEADERSHIP ON SUBORDINATE’ JOB SATISFACTION
- 8.1 INTRODUCTION
- 8.2 ORGANIZATIONAL LEVEL AS A MODERATING VARIABLE
- 8.3 METHOD
- 8.4 RESULTS
- 8.5 DISCUSSION
- 9 IMPACT OF SHARED STRATEGIC LEADERSHIP ON TEAM EFFECTIVENESS
- 9.1 INTRODUCTION
- 9.2 SHARED LEADERSHIP
- 9.3 TEAM EFFECTIVENESS................................................................................................................................................
- 9.4 METHOD
- 9.5 RESULTS
- 9.6 DISCUSSION
- CONCLUSION
- 10 WRAPPING UP AND LOOKING FORWARD
- 10.1 WRAPPING UP
- 10.2 THEORETICAL CONTRIBUTIONS..................................................................................................................................
- 10.3 PRACTICAL IMPLICATIONS
- 10.4 LIMITATIONS AND SUGGESTIONS FOR FURTHER RESEARCH.......................................................................................
- REFERENCES
- APPENDIX I: STRATEGIC & TRANSFORMATIONAL LEADERSHIP SCALE
- APPENDIX II: PILOT STUDY INTO LEADERSHIP DICHOTOMIES
- APPENDIX II.A: QUESTIONNAIRE OF PILOT STUDY
- SUMMARY
- NEDERLANDSE SAMENVATTING (DUTCH SUMMARY)
- ABOUT THE AUTHOR
- TABLE 1-1: THEORIES UNDERLYING THE THREE LEGS OF THE TRIPOD LIST OF TABLES
- TABLE 1-2: SUMMARY OF EVOLVEMENT OF THINKING AROUND LEADERSHIP
- TABLE 2-1: PRELIMINARY DELINEATION OF SUPERVISORY & STRATEGIC LEADERSHIP
- TABLE 3-1: SUMMARY OF WORK AT THREE ORGANIZATIONAL LEVELS
- TABLE 5-1: LITERATURE REVIEW ON STRATEGIC LEADERSHIP
- TABLE 5-2: LITERATURE REVIEW ON STRATEGIC LEADERSHIP
- TABLE 5-3: ROLES AND BEHAVIORAL ITEMS OF COMPETING VALUES FRAMEWORK (QUINN, 1988)
- TABLE 6-1: STRATEGIC LEADERSHIP BEHAVIORAL ITEMS
- TABLE 6-2: CORRELATION MATRIX OF STRATEGIC LEADERSHIP ITEMS
- TABLE 6-3: PATTERN MATRIX WITH VARIMAX ROTATION OF STRATEGIC LEADERSHIP
- TABLE 6-4: INTRACLASS CORRELATIONS AND INTERRATER AGREEMENT.....................................................................................................
- TABLE 6-5: DESCRIPTIVE STATISTICS, CRONBACH ALPHA COEFFICIENTS AND INTERCORRELATIONS
- TABLE 7-1: COMPARISON OF FACTOR SOLUTIONS
- TABLE 7-2: INTRACLASS CORRELATIONS AND INTERRATER AGREEMENT.....................................................................................................
- TABLE 7-3: FACTOR SOLUTION OF STRATEGIC & TRANSFORMATIONAL LEADERSHIP ITEMS
- TABLE 7-4: SECOND-ORDER FACTOR ANALYSIS
- TABLE 7-5: DESCRIPTIVE STATISTICS, CRONBACH ALPH$¶6$1',17(5&255(/$TIONS
- TABLE 7-6: ORGANIZATIONAL LEVEL AS ANTECEDENT FOR LEADERSHIP BEHAVIOR
- TABLE 7-7: BONFERRONI POST HOC SIGNIFICANT DIFFERENCES BY ORGANIZATIONAL LEVEL
- TABLE 8-1: DESCRIPTIVE STATISTI&6&521%$&+$/3+$¶6 AND INTERCORRELATIONS
- TABLE 8-2: REGRESSION ANALYSIS ON JOB SATISFACTION
- TABLE 8-3: CORRELATIONS SUBO5',1$7(¶-2%6$7,6)$CTION & SUPERVISOR LEADERSHIP
- TABLE 8-4: HIERARCHICAL REGRESSION MODEL JOB SATISFACTION............................................................................................................
- TABLE 8-5: REGRESSION ANALYSIS OF SUPPORTIVE LEADERSHIP ON JOB SATISFACTION
- TABLE 9-1: REVIEW OF EMPIRICAL STUDIES ON (SHARED) LEADERSHIP IN TEAMS
- TABLE 9-2: FURTHER STUDIES INTO SHARED LEADERSHIP
- TABLE 9- ,&&¶6$1',17(55$TER AGREEMENT SCORES FOR LEADERSHIP DIMENSIONS
- TABLE 9- ,&&¶6$1',17(55$TER AGREEMENT SCORES FOR TEAM EFFECTIVENESS MEASURES
- TABLE 9-5: CORRELATION MATRIX SHARED, VERTICAL LEADERSHIP AND TEAM OUTCOMES
- TABLE 9-6: MULTIPLE REGRESSION ANALYSIS OF VERTICAL AND SHARED LEADERSHIP
- TABLE 9-7: HIERARCHICAL REGRESSION ANALYSIS VERTICAL AND SHARED LEADERSHIP
- FIGURE 1-1: THREE WAVES OF ECONOMIC CHANGE LIST OF FIGURES
- FIGURE 1-2: LEADERSHIP TRIPOD ONTOLOGY
- FIGURE 2-1: LEVELS OF ANALYSIS
- FIGURE 2-2: RESEARCH STRUCTURE
- FIGURE 5-1: ORGANIZATION ± ENVIRONMENT DICHOTOMY
- FIGURE 5-2: EXPLORATION - EXPLOITATION DICHOTOMY
- FIGURE 5-3: STRATEGIC LEADERSHIP QUADRANTS
- FIGURE 5-4: COMPETING VALUES FRAMEWORK (QUINN, 1988)
- FIGURE 5-5: STRATEGIC LEADERSHIP MODEL
- FIGURE 7-1: SAMPLE FOR VALIDATION STRATEGIC LEADERSHIP MODEL
- FIGURE 8-1: ORGANIZATIONAL LEVEL AS MODERATING VARIABLE
- FIGURE 8-2: NESTED STRUCTURE OF SAMPLE
- FIGURE 9-1: TEAM EFFECTIVENESS RELATED TO STRATEGIC LEADERSHIP MODEL
- FIGURE 9-2: PREDICTIVE MODEL OF VERTICAL AND SHARED LEADERSHIP
- FIGURE 10-1: STRATEGIC LEADERSHIP MODEL
- FIGURE 10-2: IMPACT OF ORGANIZATIONAL LEVEL ON LEADERSHIP BEHAVIOR