Leadership from an operant perspective:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London u.a.
Routledge
1998
|
| Schriftenreihe: | People and organizations
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 277 S. |
| ISBN: | 0415098734 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804127051315150848 |
|---|---|
| adam_text | Contents
List of figures viii
List of tables ix
Preface xii
1 Background 1
2 Introducing the model 24
3 Defining and measuring what leaders do 30
4 Research on the model: Behaviors and effectiveness of leaders 79
5 Research on the model: Why the model works 131
6 Research on the model: Boundaries and breadth of the model 152
7 Taking stock 181
8 Implications for future theory, research, and practice 203
Notes 239
References 247
Name index 265
Subject index 272
Figures
2.1 Components of the operant model of effective supervision 26
3.1 Decision tree listing questions posed by observers when using
the OSTI to observe a manager 66
3.2 Illustration of how each minute during a thirty minute
observation period, using the OSTI, was divided into a
10 40 10 second sequence 68
4.1 Field and laboratory studies conducted in connection with the
operant model of effective supervision: shifting from field to
laboratory and back 79
4.2 Studies 13 15: sailboat racing course 88
4.3 Study 2: work sampling and effectiveness 100
4.4 Study 3: Venn diagram showing antecedents as a suppressor
variable 103
4.5 Study 5b: attitudes toward manager: proportion of positive
and negative comments given by workers when manager
provided monitors and consequences, monitors only, or
consequences only 116
4.6 Study 16: leaders rate of monitoring equipment before and
after chute hoist 128
4.7 Study 16: leaders rate of antecedents before and after chute hoist 128
5.1 Key interactions between superior and subordinate as revealed
by the lag sequential analysis 137
8.1 Level of arousal: inverted U shaped curve, depicting optimal
and sub optimal levels of arousal 222
Tables
3.1 Definitions and examples of categories and subcategories on
the OSTI 38
3.2a Transcript of supervisor Charlie 42
3.2b Transcript of supervisor Charlie continued 46
3.3 Transcript of lackluster and effective leaders during sailboat
races with leaders behaviors classified by OSTI category and
AMC sequence 55
3.4 Differences charted between lackluster and effective leaders
during sailboat race 59
3.5 Transcript of Tom Brand 60
3.6a Transcript of Dr Roy and his project team of engineers 62
3.6b Transcript of Dr Roy continued 62
3.7 Overall in terra ter reliability scores 71
4.1 Study 14: measures of sailing effectiveness sailing teamwork
effectiveness measure (STEM) and sailing strategy measure
(SSM) 89
4.2 Study 10: observational follower attitudes measure
(OFAM): categories, definitions, and examples 94
4.3 Study 17: transcript in which film director and director of
photography express innovative ideas 96
4.4 Studies 2, 3, 5a: means of OSTI categories and sub
categories for extreme groups of insurance, newspaper, and
construction managers 99
4.5 Study 3: multiple regression analysis for OSTI predictor
categories and criterion of supervisory effectiveness for
newspaper managers 102
4.6 Study 3: correlations between selected OSTI categories
and rated supervisory effectiveness of newspaper managers 103
4.7 Study 5b: correlations between selected OSTI categories and
subordinate attitudes in a Finnish government agency 106
4.8 Study 14: means and correlations between OSTI categories
and teamwork and strategy measures of sailboat skippers 108
x Tables
4.9 Study 10: means of performance and attitudes of subjects by
monitor only, consequence only, and monitor and con¬
sequence conditions . 116
4.10 Study 14: means and correlations of AMC, AM, and MC
sequences of sailboat racing leaders 120
4.11 Study 15: frequency and correlations with effectiveness of
sailboat racing leaders of selected OSTI categories 123
4.12 Study 16: auto regressive moving averages analyses with
sailboat skippers 127
5.1 Transcript of Dr Roy s project team: avoiding performance
issues by returning to work related details 134
5.2 Study 7: transcript of an experimental pair from the monitor
group 138
5.3 Study 7: events facilitating and inhibiting monitors and
consequences based on lag sequential results 139
5.4 Study 13: transcript of discussions in ROTC group 143
5.5 Study 17: transcript of two leaders on a film shoot in
give and take exchanges on an innovative idea 144
6.1 Taxonomy of motivational stages 155
6.2 Using block design to illuminate limitations of model 160
6.3 Ways in which two managers in an international computer
company interacted with their staffs 164
7.1 Capsule of eighteen studies done in connection with the model 182
7.2 Differences charted between lackluster and effective leaders
in quantity and quality of their behaviors 186
7.3 Study 15: differences charted between lackluster and effective
leaders in pacing of antecedent monitor consequence
(AMC) sequences 189
7.4 Study 17: transcript of film crew B during a shoot 190
7.5 Study 15: differences charted between lackluster and effective
leaders in placement of antecedents 191
7.6 Study 15: differences charted between lackluster and effective
leaders in quantity of solitary, not communicating, and
work related during AM sequence 192
7.7 Study 14: profiles of lackluster and effective leaders 194
7.8 Studies 7 and 17: differences charted between lackluster and
effective leaders in interactions with followers when leaders
monitor 195
7.9 Study 17: transcript of film crew A during a shoot 196
7.10 Studies 7 and 14: differences charted between lackluster and
effective leaders in interactions with followers when leaders
dwell on work 200
7.11 Summary of differences charted between lackluster and
effective leaders and their followers 201
Tables xi
8.1 Illustrations of four aggregation rules using former New
York Mayors 213
8.2 Study 15: identifying candidates in the top and bottom
groups 233
8.3 Study 15: comparing criterion scores using different
predictors in selecting among candidates 234
|
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| id | DE-604.BV012415623 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-09T18:27:12Z |
| institution | BVB |
| isbn | 0415098734 |
| language | English |
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| physical | XIV, 277 S. |
| publishDate | 1998 |
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| publisher | Routledge |
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| series2 | People and organizations |
| spelling | Komaki, Judith L. Verfasser aut Leadership from an operant perspective Judith L. Komaki London u.a. Routledge 1998 XIV, 277 S. txt rdacontent n rdamedia nc rdacarrier People and organizations Leiderschap gtt Supervisie gtt Führung Leadership Operant conditioning Supervision of employees Operantes Verhalten (DE-588)4172614-5 gnd rswk-swf Führungskraft (DE-588)4071497-4 gnd rswk-swf Kommunikative Kompetenz (DE-588)4031889-8 gnd rswk-swf Führungskraft (DE-588)4071497-4 s Kommunikative Kompetenz (DE-588)4031889-8 s DE-604 Operantes Verhalten (DE-588)4172614-5 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008423687&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Komaki, Judith L. Leadership from an operant perspective Leiderschap gtt Supervisie gtt Führung Leadership Operant conditioning Supervision of employees Operantes Verhalten (DE-588)4172614-5 gnd Führungskraft (DE-588)4071497-4 gnd Kommunikative Kompetenz (DE-588)4031889-8 gnd |
| subject_GND | (DE-588)4172614-5 (DE-588)4071497-4 (DE-588)4031889-8 |
| title | Leadership from an operant perspective |
| title_auth | Leadership from an operant perspective |
| title_exact_search | Leadership from an operant perspective |
| title_full | Leadership from an operant perspective Judith L. Komaki |
| title_fullStr | Leadership from an operant perspective Judith L. Komaki |
| title_full_unstemmed | Leadership from an operant perspective Judith L. Komaki |
| title_short | Leadership from an operant perspective |
| title_sort | leadership from an operant perspective |
| topic | Leiderschap gtt Supervisie gtt Führung Leadership Operant conditioning Supervision of employees Operantes Verhalten (DE-588)4172614-5 gnd Führungskraft (DE-588)4071497-4 gnd Kommunikative Kompetenz (DE-588)4031889-8 gnd |
| topic_facet | Leiderschap Supervisie Führung Leadership Operant conditioning Supervision of employees Operantes Verhalten Führungskraft Kommunikative Kompetenz |
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