This study was a meta-analysis of the relationship between personality and ratings of transformational and transactional leadership behaviors. Using the 5-factor model of personality as an organizing framework, the authors accumulated 384 correlations from 26 independent studies. Personality traits were related to 3 dimensions of transformational leadership—idealized influence–inspirational motivation (charisma), intellectual stimulation, and individualized consideration—and 3 dimensions of transactional leadership—contingent reward, management by exception–active, and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadership—especially with respect to the charisma dimension—generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants of transformational and transactional leadership. A recent PsycINFO search revealed that 1,738 of the 15,000 articles (12%) published since 1990 on the topic of leadership included the keywords personality and leadership. Clearly, scholars have a strong and continuing interest in the dispositional bases

simulation, model validation, organization theory, network organization, organizational Network organizations offer learning, adaptive and resilient capabilities that are particularly useful in high velocity environments as these capabilities allow the organization to effectively respond to change. The dynamic, evolutionary nature of network organizations affords such advantageous capabilities. Although the advantages of network organizations are well-studied, the risks associated with them are not. Of interest is the study of critical personnel. Understanding criticality within an organization can help improve performance and protect against the risk of loss. But the study of critical personnel has traditionally used static structural representations that do not represent the dynamic nature of network organizations. This thesis advances the study of critical personnel risks in network organizations

Leadership concepts and theories began appearing in the library literature in the late 1980s. By the 1990s a number of leadership development programs were being offered that were designed to develop librarian leadership skills. The programs had various objectives: to improve career development of early and midcareer librarians; to provide access to underrepresented minority groups in management; and to develop leadership skills. These programs, primarily multiday and residential in nature, employed a hybrid mix of training methods, including focus on leadership styles, self-discovery, and emphasis on skill-building. Despite the proliferation of these programs, evaluation research about them has primarily focused on self-reports from participants about their learning and their satisfaction with these programs. Systematic evaluation research, particularly utilizing a control group design or providing a longitudinal assessment, has not been widely conducted in the field.

A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity. I first examine leadership as motivation to change and review motivation-based leadership theories. Second, I note the accelerating call for spirituality in the workplace, describe the universal human need for spiritual survival through calling and membership, and distinguish between religion and spirituality. Next, I introduce a generic definition of God as a higher power with a continuum upon which humanistic, theistic, and pantheistic definitions of God can be placed. I also review religiousand ethics-and-values-based leadership theories and conclude that, to motivate followers, leaders must get in touch with their core values and communicate them to followers through vision and personal actions to create a sense of spiritual survival through calling and membership. I then argue that spiritual leadership theory is not only inclusive of other major extant motivationbased theories of leadership, but that it is also more conceptually distinct, parsimonious, and less

TSER Contract SOE1-CT97-1072Executive Summary This report deals with the role of educational background in diffusion of management knowledge. The role of educational background as a carrier of management knowledge has been one of the main issues in the Creation of European Management Practice project (the CEMP project). This report addresses two issues on this matter: educational background as a provider of management knowledge and educational background as a legitimating factor in managerial qualification systems. The first issue is based on a study of the relationship between 551 Norwegian managers ’ educational background and their management competence. The results from the study of business education and engineering education as providers of management knowledge reveal that there are no strong relationship between type of educational background and managerial meta-competence. This suggests that the diffusion of management knowledge from so-called management education is quite meager at least regarding direct influence on managers ’ competence reservoir. The second issue conceptualizes previous research in the field. Based on these

We need to see a corporation as a dynamic, living organism, always adapting to its environment while seeking to modify it. Like every living organism, a corporation has a �life force � of its own and its own energy field. That energy field is composed of the energy fields of everyone in the corporation. The cleaner the energy field of each individual, the more efficient the organization.-- Colin Tipping (2004) Every day, countless thousands of people leave their homes and families to go to work. They spend hours performing a prescribed routine of tasks in order to earn a paycheck. Their jobs may, or may not, bring them pleasure or meaning. A lucky few might claim that they love their work, that the days fly by in an endless parade of satisfaction and fulfillment. For the rest, however, work is described as �hell with fluorescent lights. � (Thompson, 2001) When the work day is done, people journey home, perhaps enduring an additional, stress-filled hour of frustration in bumper-to-bumper traffic and exhaust fumes, to spend the remaining few hours of their day with whatever energy they have left to do whatever it is they do in their personal lives, things that might restore their sense of

This study developed and tested a theory-based measure of authentic leadership using five

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research explores the interface and interplay between individual and collective approaches to leadership and leadership development and how they contribute towards social change.

This case study investigated how the executive (i.e., CEO, COO, CIO) leaders of a mid-west financial organization increased their credibility during a planned organizational change. This research focused specifically on the relationship between the leaders’ communication of a planned change and the leadership teams’ credibility. A qualitative methodology approach was used to capture the individual experiences from the employees. Phenomenological interviewing was the primary source of data collection and analysis. Data collection included face-to-face interviews with 25 participants, a thorough review of archival data and participant observer field notes. The results suggest three themes and seven categories contributed to the building of leadership credibility through meaningful and effective communications: The Change 1. Re-branding the Vision: The leadership team had a vision, to re-brand the organization; 2. Employee Support of Change: Most participants supported the new vision and thought the change to consistent and streamlined processes across all local banks was long overdue; 3. Connectedness to New Organization: Most participants began to identify with the change through the new logo and wearing the logo pin. They felt a strong sense of connection or “oneness” with the new organization; The Leaders 4. Unified Leadership Team: Most participants saw the three leaders function more as a leadership team than as individuals as they communicated a unifying change message; 5. Credible and Visible Leaders: Most participants believed leadership credibility increased during the change and thought the change helped the leaders become more visible to the organization during the change process; The Communication 6. Communication Process: In most instances participants believed a well structured, well orchestrated, multi-channel communication process was critical for supporting the change and for increasing the leaders’ credibility; 7. Reinforcing the Change: Face-to-face, follow-up meetings helped to reinforce the change and were perceived by most participants as significant for increasing leadership credibility. Analysis of the data suggests a strong, positive relationship among 1) the nature of the change (a re-branding that was viewed positively by participants), 2) the credibility of the leaders was evident in their communication throughout the change process, and 3) the change communication process was perceived as well structured by participants.