Journal of Management Research

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Leadership Effectiveness


Affiliations
1 Prestige Institute of Management and Research Indore, Madhya Pradesh, INDIA
     

   Subscribe/Renew Journal


Leadership being the ability to influence a group may manifest its effectiveness in several ways, ranging from financial performance to employee morale and commitment. A number of theories have evolved by integrating contemporary socioeconomic and cultural changes occurring in the business environment. India has been witnessing a significant transformation, which was triggered by new economic thinking pursued by the policy makers. The liberalization coupled with emerging realities has significantly influenced Indian business. Not only has it changed the strategic organizational perspectives, the composition of workforce has also changed with increasing diversity. The technological evolution has completely transformed the processes of both manufacturing and service industries. The recent changes have posed fresh questions. Heightened competition, decreasing bottom lines, demanding customers and other similar pressures have precipitated enormous challenges for the role of leadership in today's organizations. It still remains to be seen how these leaders will cope with such a demanding environment, where they may be tempted to look for short cuts without caring for the values or ethical concerns of the society at large. The constitution of effectiveness itself may be changing and it, therefore, needs to be looked into for more clarity. It is in this context that the present study was undertaken to explore and compare the factors constituting leadership effectiveness in manufacturing and service industries.

Keywords

Leadership, Leadership Effectiveness
User
Notifications

  • Arvey, R. D., and J. M. Ivancevich (1980), Punishment in Organizations: A Review, Propositions, and Research, Suggestions. Academy of Management Review, 5: 123-132.

  • Bass, B. M. (1990), Bass and Stogdil’s Handbook of Leadership: Theory, Research, and Managerial Applications, Free Press, New York.

  • Bennis, W. G. and B. Nanus (1985), Leaders : The Strategies for Taking Charge, Harper and Row, New York.

  • Berman, F. E. end J. B. Minor (1985), Motivation to Manage at the Top Executive Level: A Test of Hierarchic Role Motivation Theory, Personnel Psychology, 38: 377-391.

  • Blake, R. R. and J. S. Mouton (1982), Management by Grid Principles or Situationalism, Group and Organization Studies, 7: 207-210.

  • Boyatzis, R. E. (1982), The Competent Manager, Wiley, New York.

  • Bradford, D. L. and A. R. Cohen (1984), Managing for Excellence : The Guide to Developing High Performance Organizations, Wiley, New York.

  • Carroll, S. J. and D. J. Gillen (1987), Are the Classical Management Functions Useful in Describing Managerial Work?, Academy of Management Review, 12: 38-51.

  • Chemers, Martin M. and Robert W. Rice (1974), A Theoretical and Empirical Examinattion of Fiedler’s Contingency Model of Leadership Effectiveness, in James G. Hunt and Lars L. Larson (Eds.), Contingency Approaches to Leadership.Southern Illionis University Press, IL.

  • Coch, L., and J. R. P. French, Jr. (1948), Overcoming Resistance to Change, Human Relations, 1: 512-532.

  • Conger, J. A. (1990), The Dark Side of Leadership, Organizational Dynamics, 18: 44-45.

  • Dachler, H. P. (1988), Constraints on the Emergence of New Vistas In Leadership and Management Research : An Epistemological Overview, in J.G. Hunt, B.R. Baliga, H.P. Dachler and C.A. Schriesheim (Eds.), Emerging Leadership Vistas, Heath, Lexington, MA.

  • DuBrin, Andrew J. (1998), Leadership: Research Findings, Practice and Skills, Houghton & Miffin, Boston.

  • Evans, M. G. (1970), The Effects of Supervisory Behavior on the Path-Goal Relationship, Organizational Behavior and Human Performance, 5: 277-298.

  • Ferris, G. R., T. A. Judge, K. M. Rowland and D. E. Fitzgibbons (1994), Subordinate Influence and The Performance Evaluation Process: Test of a Model, Organizational Behavior and Human Decision Process, 58: 101-135.

  • Fiedler, Fred E. (1967), A Theory of Leadership Effectiveness, McGraw Hill, New York.

  • Gardener, W.L. and M.J. Martinko (1988), Impression Management : An Observational Study Linking Audience Characteristics with Verbal Self-Presentation, Academy of Management Journal, 31: 42-65.

  • Ghoshal, Sumantra; Gita Piramal and Christopher A. Barlett (2000), Managing Radical Change : What Indian Companies Must Do to Become World Class, Viking, New Delhi.

  • Goleman, Daniel (1998), What Makes a Leader?, Harvard Business Review, November-December: 93-102.

  • Gupta, A. K. And V. Govindrajan (1984), Business Unit Strategy, Managerial Characteristics and Business Unit Effectiveness at Strategy Implementation, Academy of Management Journal, 27: 25-41.

  • Hersey, P. and K. H. Blanchard (1969), Life Cycle Theory of Leadership, Training and Development Journal, 23(2): 26-40.

  • Hersey, P. and K. H. Blanchard (1988), Management of Organizational Behavior, Prentice Hall, NJ.

  • House, R. J. (1971), A Path-Goal Theory of Leader Effectiveness, Administrative Science Quarterly, 16: 321-339.

  • Hosking, D. And I. E. Morley (1988), The Skills of Leadership, in J. G. Hunt, B. R. Baliga, H. P. Dachler and C. A. Schriesheim (Eds.), Emerging Leadership Vistas, Heath, MA.

  • Hunt, J. G. (1991), Leadership: A New Synthesis, Sage, CA.

  • Jacobs, T. O. and E. Jaques (1987), Leadership in Complex Systems, in J. Zeidner (Ed.), Human Productivity Enhancement, Praeger, New York.

  • Judge, T. A. and G. R. Ferris (1993), Social Context of Performance Evaluation Decisions, Academy of Management Journal, 36: 80-105.

  • Kanter, R. M. (1983), The Change Masters, Simon and Schuster, New York.

  • Katz, D. and R. L. Kahn (1978), The Social Psychology of Organizations, Wiley, New York.

  • Kirkpatrick, S. A. and E. A. Locke (1991), Leadership: Do Traits Matter? The Academy of Management Executive, 5(2): 48-60.

  • Kotter, J. P. (1985), Power and Influence: Beyond Formal Authority, Free Press, New York.

  • Kotter, J. P. (1982), The General Managers, Free Press,New York.

  • Komaki, J. (1986), Toward Effective Supervision: An Operant Analysis and Comparison of Managers at Work, Journal of Applied Psychology, 71: 270-278.

  • Kouzes, J. M. and B. Z. Posner (1987), The Leadership Challenge : How to Get Extraordinary Things Done in Organizations, Jossey-Bass, San Francisco.

  • Lewin, K., R. Lippitt and R. K. White (1939), Patterns of Aggressive Behavior in Experimentally Created Social Climates, Journal of Social Psychology, 10: 271-301.

  • Locke, E., and G. P. Latham (1990), A Theory of Goal Setting and Task Performance, Prentice-Hall, NJ.

  • Larson, L. L., J. G. Hunt and R. N. Osborn (1976), The Great Hi-Hi Leader Behavior Myth: A Lesson From Occam’s Razor, Academy of Management Journal, 19: 628-641.

  • Manz, C. C. and H. P. Sims, Jr. (1987), Leading Workers to Lead Themselves : The External Leadership of Self- Managing Work Teams, Administrative Science Quarterly, 32: 106-128.

  • Manz, C., and H. P. Sims (1989), Superleadership: Leading Others to Lead Themselves, Prentice-Hall, NJ.

  • Mann, F. C. (1965), Toward an Understanding of the Leadership Role in Formal Organization, in R.Dubin, G.C. Homans, F.C. Mann, and D.C. Miller (Eds.), Leadership and Productivity, Chandler, San Francisco.

  • McCall, M. W. (1978), Power, Influence and Authority: The Hazards of Carrying a Sword, Technical Report No. 16, Center for Creative Leadership, Greensboro, NC.

  • McClelland, D. C. and D. H. Burnham (1976), Power Is the Great Motivator, Harvard Business Review, March-April: 100-110.

  • McClelland, D. C. and R. E. Boyatzis (1982), Leadership Motive Pattern and Long Term Success in Management, Journal of Applied Psychology, 67: 737-743.

  • Miner, J. B. (1978), Twenty Years of Research on Role Motivation Theory of Managerial Effectiveness, Personnel Psychology, 31: 739-760.

  • Mintzberg, H. (1983), Power In and Around Organizations, Prentice Hall, NJ.

  • Misumi, J. (1985), The Behavioral Science of Leadership: An Interdisciplinary Japanese Research Program, The University of Michigan Press, MI.

  • Nystrom, P. C. (1978), Managers and the Hi-Hi Leader Myth, Academy of Management Journal, 21: 325-331.

  • Peters, T. J., and R.H.Waterman, Jr. (1982), In Search of Excellence: Lessons From America’s Best-Run Companies, Harper and Row, New York.

  • Peters, T. J. and N. Austin (1985), A Passion for Excellence: The Leadership Difference, Random House, New York.

  • Pethe, Sanjyot and Upinder Dhar (2001), Manual For Leadership Effectiveness Scale, Mimeograph, PIMR, Indore.

  • Pfeffer, J. (1981), Power In Organizations, Pittman. MA.

  • Podsakoff, P. M., W. D. Todor, R. A. Grover, and V. L. Huber (1984), Situational Moderators of Leader Reward and Punishment Behavior: Fact or Fiction? Organizational Behavior and Human Performance, 34: 21-63.

  • Podsakoff, P. M., W. D. Todor and R. Skov (1982), Effects of Leader Contingent and Noncontingent Reward and Punishment Behaviors on Subordinate Performance and Satisfaction, Academy of Management Journal, 25: 810-821.

  • Rahim, M.A. (1988), The Development of a Leader Power Inventory, Multivariate Behavioral Research, 23: 491-503.

  • Sayles, L. R. (1979), What Effective Managers Really Do and How They Do It? McGraw-Hill, NewYork.

  • Shamir, B. (1995), Social Distance and Charisma : Theoretical Notes and An Exploratory Study, Leadership Quarterly, 6: 19-47.

  • Shetty, Y. K. and N. S. Perry (1976), Are Top Executives Transferable Across Companies? Business Horizons, 19(3): 23-28.

  • Smith P. B., J. Misumi, M. Tayeb, M. Peterson and M. Bond (1989), On the Generality of Leadership Style Across Cultures, Journal of Occupational Psychology, 62: 97-107.

  • Sims, H.P. and A. D. Szilagyi (1975), Leader Reward Behavior and Subordinate Satisfaction and Performance, Organizational behavior and Human Performance, 14: 426-437.

  • Stodgill, R.M. (1974), Handbook of Leadership : A Survey of Literature, Free Press, New York.

  • Tichy, N.M., and Devanna, M.A. (1986), The Transformational Leader?, Wiley, New York.

  • Tjosvold, Dean and Mary M. Tjosvold (1993), The Emerging Leader : Ways to a Stranger Team, Lexington Books, New York.

  • Thambain, H.J., and G. R. Gemmill (1974). Influence Styles of Project Managers : Some Performance Correlates, Academy of Management Journal, 17: 216-224.

  • Vanfleet, D. and G. Yukl (1986), Military Leadership : An Organizational Perspective, Greenwich, JAI Press, CT.

  • Yukl, G. and D. Vanfleet (1982), Cross-situational, Multi Method Research on Military Leader Effectiveness, Organizational Behavior and Human Performance, 30: 87-108.

  • Yukl, G., and T. Taber (1983), The Effective Use of Managerial Power, Personnel, 37-44.

  • Yukl, G.; S. Wall, and R. Lepsinger (1990). Preliminary Report on Validation of the Management Practices Survey, in K.E. Clark and M.B. Clark (Eds.), Measures of Leadership, Leadership Library of America, NJ.

  • Yukl, G. (1989), Leadership in Organizations. Prentice-Hall, NJ.

  • Yukl, G., and C.M. Falbe (1991), Multi-Method Research on the Consequences of Using Different Influence Tactics With Subordinates, Peers, and Superiors, Unpublished manuscript, SUNY, Albany, NY.


Abstract Views: 556

PDF Views: 3




  • Leadership Effectiveness

Abstract Views: 556  |  PDF Views: 3

Authors

Upinder Dhar
Prestige Institute of Management and Research Indore, Madhya Pradesh, INDIA
Prashant Mishra
Prestige Institute of Management and Research Indore, Madhya Pradesh, INDIA

Abstract


Leadership being the ability to influence a group may manifest its effectiveness in several ways, ranging from financial performance to employee morale and commitment. A number of theories have evolved by integrating contemporary socioeconomic and cultural changes occurring in the business environment. India has been witnessing a significant transformation, which was triggered by new economic thinking pursued by the policy makers. The liberalization coupled with emerging realities has significantly influenced Indian business. Not only has it changed the strategic organizational perspectives, the composition of workforce has also changed with increasing diversity. The technological evolution has completely transformed the processes of both manufacturing and service industries. The recent changes have posed fresh questions. Heightened competition, decreasing bottom lines, demanding customers and other similar pressures have precipitated enormous challenges for the role of leadership in today's organizations. It still remains to be seen how these leaders will cope with such a demanding environment, where they may be tempted to look for short cuts without caring for the values or ethical concerns of the society at large. The constitution of effectiveness itself may be changing and it, therefore, needs to be looked into for more clarity. It is in this context that the present study was undertaken to explore and compare the factors constituting leadership effectiveness in manufacturing and service industries.

Keywords


Leadership, Leadership Effectiveness

References