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Job embeddedness was first introduced by Mitchell and colleagues [1] in an effort to improve traditional employee turnover models. According to these models, factors such as job satisfaction and organizational commitment and the individual's perception of job alternatives together predict an employee's intent to leave and subsequently, turnover (e.g., [4] [5] [6] [7]).
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. [1]The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal ...
Leaders in Indian organizations are therefore more likely to exhibit transformational behaviors if their followers are more self-effacing in approaching the leaders. It is also hypothesized in general that subordinates’ being socialized to be less assertive, self-confident, and independent would enhance superiors’ exhibition of ...
In economics and economic sociology, embeddedness refers to the degree to which economic activity is constrained by non-economic institutions. The term was created by economic historian Karl Polanyi as part of his substantivist approach. Polanyi argued that in non-market societies there are no pure economic institutions to which formal economic ...
The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it ...
Providing further exploration, in his 2016 book Enabling Collaboration – Achieving Success Through Strategic Alliances and PartnershipsISBN 978-0-9860793-3-7, Martin Echavarria argues that Collaborative Leadership is the result of individual collaborative leadership capability, as well as group leadership. In this respect, he argues that ...
The construct of ambidextrous leadership has also been linked to the combination of leadership styles (Jansen et al., 2009). Leaders who are transformational encourage "out of the box thinking", information sharing and question assumptions. Transformational leaders promote exploration and innovative thinking.
It also illustrates other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is a period of unfreezing, or problem awareness. [22] The action stage is a period of change, that is, trying out new forms of behavior in an effort to understand and cope with the system's problems.