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[ subject:"Psychology, Industrial." ]
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Leadership coherence: Initial valida...
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Michel, Jesse S.
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Leadership coherence: Initial validation of a social-cognitive approach to leadership.
紀錄類型:
書目-語言資料,印刷品 : Monograph/item
正題名/作者:
Leadership coherence: Initial validation of a social-cognitive approach to leadership./
作者:
Michel, Jesse S.
面頁冊數:
137 p.
附註:
Adviser: James M. LeBreton.
Contained By:
Dissertation Abstracts International68-09B.
標題:
Psychology, Industrial. -
電子資源:
http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3278161
ISBN:
9780549223580
Leadership coherence: Initial validation of a social-cognitive approach to leadership.
Michel, Jesse S.
Leadership coherence: Initial validation of a social-cognitive approach to leadership.
- 137 p.
Adviser: James M. LeBreton.
Thesis (Ph.D.)--Wayne State University, 2007.
The current work integrates the coherence conception of behavioral stability with current conceptions of leadership by offering a new construct termed leadership coherence. Leadership coherence refers to the notion that leader behavior fluctuates in a consistent, reliable, and predictable idiographic manner across situations beyond that of absolute or relative cross-situational consistency; thus, leadership coherence reflects a leader's behavioral tendencies or proclivities through stable and predictable changes in cross-situational profiles. Initial validation of this social-cognitive approach to leadership, based on an employed managerial sample (N = 109), resulted in strong empirical results with mean idiographic cross-situational profile stability estimates of r = .28 for active leadership, r = .28 for passive leadership, and r = .67 for active/passive leadership. Cluster analysis revealed four stable and replicable clusters of cross-situational profiles. Implications and suggestions for future research are discussed.
ISBN: 9780549223580Subjects--Topical Terms:
520063
Psychology, Industrial.
Leadership coherence: Initial validation of a social-cognitive approach to leadership.
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The current work integrates the coherence conception of behavioral stability with current conceptions of leadership by offering a new construct termed leadership coherence. Leadership coherence refers to the notion that leader behavior fluctuates in a consistent, reliable, and predictable idiographic manner across situations beyond that of absolute or relative cross-situational consistency; thus, leadership coherence reflects a leader's behavioral tendencies or proclivities through stable and predictable changes in cross-situational profiles. Initial validation of this social-cognitive approach to leadership, based on an employed managerial sample (N = 109), resulted in strong empirical results with mean idiographic cross-situational profile stability estimates of r = .28 for active leadership, r = .28 for passive leadership, and r = .67 for active/passive leadership. Cluster analysis revealed four stable and replicable clusters of cross-situational profiles. Implications and suggestions for future research are discussed.
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http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3278161
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