16 Ergebnisse.

Keine Beschreibung.

The proper balance of managerial "administrative-control" and managerial "team-leadership" depends upon the work context. After organizational procedures are designed by work-process engineers, managers and their direct reports in the business units, are charged to "save our ship" (SOS) by their employers. Their ships, their business units, often were built for calm seas. Unfortunately, turbulent seas may happen unexpectedly and stress th...

The proper balance of managerial "administrative-control" and managerial "team-leadership" depends upon the work context. After organizational procedures are designed by work-process engineers, managers and their directreports in the business units, are charged to "save our ship" (SOS) by their employers. Their ships, their business units, often were built for calm seas. Unfortunately, turbulent seas may happen unexpectedly and stress the...

Graen (American Psychological Society) collects work on how the tools of relational leadership can be used to create flexible organizational structures. Contributors in communication, psychology, and organizational behavior describe new modes of team leadership, look at leader-member exchange (LMX) leadership research, and propose a new approach to

The rapidly changing information age is all around us and we are struggling to cope with our out-dated, rigid bureaucratic structures. This third volume of "LMX Leadership: The Series" addresses the question of how leaders prepare their teams for required loosely directed, highly coordinated, and above all, flexible operations.

The rapidly changing information age is all around us and we are struggling to cope with our out-dated, rigid bureaucratic structures. This third volume of "LMX Leadership: The Series" addresses the question of how leaders prepare their teams for required loosely directed, highly coordinated, and above all, flexible operations.

Keine Beschreibung.

In this book, we elaborate on the dynamic process of leadership sharing in creative project networks by pointing out that the boundaries and relationships of the networks change over time. As the project requirements evolve, new leaders emerge, make their contribution, and move into support positions. This leadership sharing dynamic is a necessary condition for mature LMX and member-member exchange (MMX). This insight about the sharing of l...

In this book, we elaborate on the dynamic process of leadership sharing in creative project networks by pointing out that the boundaries and relationships of the networks change over time. As the project requirements evolve, new leaders emerge, make their contribution, and move into support positions. This leadership sharing dynamic is a necessary condition for mature LMX and member-member exchange (MMX). This insight about the sharing of l...

This book employs a network-centric approach to the new field of multinational leadership and network sharing. Networks go beyond teams but may include teams of various types from homogeneous project teams to multinational strategy teams and every type of team between. Conventional wisdom was that nothing larger than a relatively small team could be led effectively because the number of relationships between people is about one half of the...

This book employs a network-centric approach to the new field of multinational leadership and network sharing. Networks go beyond teams but may include teams of various types from homogeneous project teams to multinational strategy teams and every type of team between. Conventional wisdom was that nothing larger than a relatively small team could be led effectively because the number of relationships between people is about one half of the...

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) When the tried and true formula for an organization's performance (its game plan) begins to fail, it must change its game or become obsolete. Publicly recognizing that the old formula is becoming less useful and a new formula must be developed and implemented is difficult for most stakeholders, but for survival the st...

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) When the tried and true formula for an organization's performance (its game plan) begins to fail, it must change its game or become obsolete. Publicly recognizing that the old formula is becoming less useful and a new formula must be developed and implemented is difficult for most stakeholders, but for survival the st...

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) This book is about preparing our thinking, feeling, and acting for the rapidly expanding "knowledge era." We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter ...

A volume in LMX Leadership: The Series Series Editor George B. Graen, University of Illinois at Urbana-Champaign (Retired) This book is about preparing our thinking, feeling, and acting for the rapidly expanding "knowledge era." We discuss the following queries in the chapters. We begin with a discussion of what an appropriate knowledge-driven corporation (KDC) is. Next, we explore a number of design issues about this transformed charter compa...

This book is divided into three parts. The first part is about web-construction methods, the second part covers web care and repairs, and finally, the third part outlines systems applications of the web throughout the organization. Remember that your personal web relieves you of needing to undergo a manlike makeover to achieve your dream job. Remain true to your maker's creation. Finally, I delight in reading about your small and large succes...