com/docview/467360781?accountid=458 Leadership Styles. (2014). Retrieved from http://www.mindtools.com/pages/article/newLDR_84.htm Robbins‚ Stephen P.‚ and Timothy A. Judge. Organizational Behavior‚ 15th Edition. Pearson Learning Solutions‚ 2012. VitalBook file. Yukl‚ G. (2013). Leadership in Organization (8th ed.). Upper Saddle River‚ NJ: Prentice Hall.
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performed by people who are not in management positions (e.g. informal leader). Some scholars argue that “although management and leadership overlap the two activities are not synonymous” (Bass‚ 2010). The degree of overlap is a point of disagreement (Yukl‚ 2010). Bennis states
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Journal of Applied Psychology 2003‚ Vol. 88‚ No. 2‚ 234 –245 Copyright 2003 by the American Psychological Association‚ Inc. 0021-9010/03/$12.00 DOI: 10.1037/0021-9010.88.2.234 Effectiveness of Training in Organizations: A Meta-Analysis of Design and Evaluation Features Winfred Arthur Jr. Texas A&M University Winston Bennett Jr. Air Force Research Laboratory Pamela S. Edens and Suzanne T. Bell Texas A&M University The authors used meta-analytic procedures to examine the relationship
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Copyright of the Academy of Management‚ all rights reserved. Contents may not be copied‚ emailed‚ posted to a listserv‚ or otherwise transmitted without the copyright holder’s express written permission. Users may print‚ download‚ or email articles for individual use only. Academy of Management Review 2007‚ Vol. 32‚ No. 2‚ 500–528. MOTIVATION TO LEAD‚ MOTIVATION TO FOLLOW: THE ROLE OF THE SELFREGULATORY FOCUS IN LEADERSHIP PROCESSES RONIT KARK Bar-Ilan University DINA VAN DIJK Ben-Gurion
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The Effect of French and Raven Power on knowledge Acquisition‚ Knowledge Creation and knowledge Sharing: An Empirical Investigation in Lebanese Organizations Dr. Silva Karkoulian‚ Lebanese American University‚ Beirut‚ Lebanon Miss Yasmina Osman‚ Lebanese American University‚ Beirut‚ Lebanon ABSTRACT It has been documented that not much is known about the kinds of French and Raven powers that foster the acquisition‚ creation and sharing of organizational knowledge. This study extends
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Halfpenny Golf Module: Sport Operations Management SMGT40210 MSc Sport and Exercise Management Centre for Sport Studies School of Public Health‚ Physiotherapy and Population Science Introduction and context analysis Halpenny Golf is one of the largest golf retailers in Ireland and the UK and stickiest with stores located in Swords‚ Lucan‚ Grafton Street and Drogheda. It is a golf facility retailer in Ireland who provide over thousand golf product. Halpenny golf is amongst the
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When researching leadership studies and the overall leadership process‚ it is safe to say that leaders and followers are the building blocks of leadership. One can assume that just as a follower needs someone to lead them‚ a leader can’t lead without followers. However‚ in most leadership studies and research‚ the results and information are usually leader centered. Heller and Van Til define leadership as an action more readily defined through the eyes of a follower. “While individuals may look
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Questions: 1. The typical U.S. employee works in an establishment with about 600 full-time and 72 part-time workers. It is also true that the median numbers for full- and part-time workers are 50 and 2. Explain this apparent paradox. 2. Why are small companies important to our economy? What are the major problems faced by small companies? 3. Give some examples of how organizations can affect the cities in which they are based. 4. How can internal organizational changes affect
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Values and Ethics; Secrets of Leadership Success. Retrieved June 17th‚ 2012 from http://humanresources.about.com/od/leadership/a/leader_values.htm Sue‚ D. W. (2001). Multidimensional facets of cultural competence. Counseling Psychologist‚ 29‚ 790-821. Yukl‚ G. A. (2002). Leadership in Organizations (5th ed.). Upper Saddle River‚ NJ: Prentice Hall.
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Pettigrew‚ A Quinn‚ R. (1996). Deep Change: Discovering the leader within. San Francisco: Jossey-Bass. United Kingdom Parliament Wilson. D. (1992). A strategy of change: Concepts and controversies in the management of change. New York: Rout ledge. Yukl
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