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Their roles can be emphasized as executing organizational plans in conformance with the company's policies and the top management's objectives, defining and discussing information and policies from top management to lower management, and most importantly, inspiring and providing guidance to lower-level managers towards better performance.
Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.
On an individual level, distractions and inter-role conflicts occur while an attempt to balance both features of friendship and the organization need to be satisfied. [ 24 ] On a group and organizational level, workplace relationships can cause exclusivity, social status hierarchy , and a decrease in diverse thinking ( groupthink ).
Organizational behavioral research can be categorized in at least three ways: [2] individuals in organizations (micro-level) work groups (meso-level) how organizations behave (macro-level) Chester Barnard recognized that individuals behave differently when acting in their organizational role than when acting separately from the organization. [3]
However, they must possess adequate personal attributes to match this authority, because authority is only potentially available to them. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge her/his role in the organization and reduce it to that of a figurehead.
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 ...
Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations.
Some of the main assumptions underlying much of the early organizational communication research were: Humans act rationally.Some people do not behave in rational ways, they generally don't have access to all of the information needed to make rational decisions they could articulate, and therefore will make irrational decisions, unless there is some breakdown in the communication process ...