Bridging Leadership - Synergos Institute
... 6. Programs should be based on a mutual
understanding of local reality
7. Institutional cultures matter, and should be
made explicit (structures etc.)
8. The more capable the organization, the
stronger the partnership (ID matters)
9. The alliance should strengthen, not weaken,
10. Compl ...
... in-group is a group to which we feel an affinity
or closeness. 104
in-group bias is the feeling that a person’s
in-group is superior to others. 104
out-group is a group from which we are
File - Michaela Tarmey
... really give them the proper feedback. Knowing that this is their first time doing outcomes I knew they would need
guidance but not completely tear their hard work apart. I feel when giving feedback a balance of challenge and support is
imperative. I want to lead them in the right direction so they c ...
Study Questions midterm
... The difference between good work and good job is a matter of quality. Good work is an activity in which
you can engage your expertise, skills, and abilities in tasks that have wider and broader implications for the
“wider” world. In a way, good work is work that is important in some respect; the wor ...
Current Research Journal of Economic Theory 2(1): 27-31, 2010 ISSN: 2042-485X
... deficit as an important factor in understanding Africa and inde ed N igeria’s p redicamen t. Chinua A cheb e, in
“The Trouble with Nigeria” identified leadership failure as the bane of development in Nigeria and by
implication in most of Africa. As a matter of fact, even honest African leaders like ...
4: Job Attitudes
... Any inconsistency between two or more attitudes, or
between behavior and attitudes
... faiths" that have become segments of contemporary Western civilization, such as the concept of choice, which assumes
pre-existence of purpose, the necessity of consistency, and
the primacy of rationality. Their questions seem to imply that
the course of history may be alterable, and it is not surpri ...
Promoting Stewardship Behavior in Organizations: A Leadership
... likely to be reciprocated as these followers become
the future generation of leaders.
A focus on ÔothersÕ rather than self has been a steady
theme in the stewardship literature. Generally, past
work has proposed that stewardship involves the
commitment of organizational actors to secure the
an empirical study of lawrence kohlberg`s cognitive
... Rest, Narvaez, Bebeau and Thoma (1999) sought to redefine post-conventionality by suggesting that nearly all modern
philosophers would be classified as postconventional, both conservative and liberal, right-wing and left-wing. Perhaps this could
be characterized as a much looser assumption in an att ...
... community. Such models tend to rest in hierarchies of authority where power and
responsibility increase with movement up the hierarchy. American Indian traditions,
on the other hand, tend to be more related to the requirements of the community, to
be much more dispersed throughout that community, an ...
... to ‘we’ to ‘they’. And if we are already there, as some informants have stated, then there
is no shift required. Perhaps it’s more of an acknowledgement that the way we produce
our sport, is in a manner consistent with the highest standards, the public’s
expectations, and an approach to leadership t ...
Leadership Development: A Review and Agenda for Future Research
... development because it is possible that individuals are developing the KSAs necessary for effective
leadership, but are choosing not to take on leadership roles because they do not see themselves as
leaders, or they are not motivated to lead given the
risks associated with it (Heifetz & Linsky, 2002 ...
Journal of Organizational Behavior J. Organiz. Behav. 32, 499–519 (2011)
... Andersson and Pearson (1999) as low intensity deviant acts such as rude and discourteous verbal and
non-verbal behaviors enacted toward another organizational member with ambiguous intent to harm.
This construct differentiates itself from other constructs on several dimensions. First, it is defined ...
Organizational citizenship behavior
... Different OCB behaviors have different consequence on organizational effectiveness. For
example, helping others can improve productivity, sportsmanship can improve team
morale, etc. there is a need to expand current knowledge about OCB through investigating
task variables and leadership behavior bec ...
“The Very Best of the Millennium”: Longitudinal Research and the
... of causal relationships can be examined. First, normal or standard causal relationships are hypothesized effects of, for instance, Time 1 demands on
Time 2 fatigue. This is the type of effect that is
usually examined in occupational health research.
Second, reversed causal relationships run opposite ...
A Kind Word for Theory X
... motivations for behavior. McGregor often drew on the works of Chris Argyris, Frederick
Herzberg, and others who believed that manager-subordinate relationships should be understood as social constructs or complex role interactions (1960, 32, 55, 173, 186–88; 1967,
76). By the time McGregor began wor ...
job complexity, performance, and well-being: when does
... the impact of S–V misfit on well-being outcomes. As noted above, job
performance is not a logical outcome of S–V fit or misfit, that is, it is
reasonable that an individual could perform well or poorly regardless of
whether supplies exceed values or values exceed supplies. We argue that
job performa ...
A Sequential Analysis of Procedural Communication in
... leads to poor decision-making, unnecessary conformity, social loafing, and ineffective
communication processes, practices, and products. The purpose of this paper is to investigate
the potential benefits of procedural communication in team meetings. The role of procedural
communication, defined as v ...
Substitutes for Leadership Theory
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier in 1978. The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors (Avolio, Walumbwa, & Weber, 2009; Den Hartog & Koopman, 2001). It has received criticism for shortcomings due to perceived methodological issues (Dionne, Yammarino, Atwater, & James, 2002; Podsakoff & Mackenzie, 1995). Empirical research has produced mixed results as to its ability to predict subordinate outcomes.