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United States
Environmental Protection
Agency
Administration And
Resources Management
(PM-211D)
EPA/IMSD/89-007
September 1989
Selected Management
Articles
Leadership: Quality
Management
For The Future
PEOPLE
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LEADERSHIP: QUALITY MANAGEMENT
FOR THE FUTURE
SEPTEMBER 1989
HEADQUARTERS LIBRARY
INFORMATION MANAGEMENT AND SERVICES DIVISION
U.S. ENVIRONMENTAL PROTECTION AGENCY
ROOM 2904 PM-211A
401 M STREET, S.W.
WASHINGTON, D.C. 20460
(202) 382-5922
Printed on Recycled Paper
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TABLE OF CONTENTS
Introduction
I. KEYS TO GOOD LEADERSHIP 1
II. LEADERSHIP IN THE PUBLIC SECTOR 4
III. LEADERSHIP STYLES 8
IV. LEADERS AS MOTIVATORS 12
V. ORGANIZATIONAL IMPACT 16
Appendix: EPA Headquarters Library Management Collection
List of Management Bibliographies
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LEADERSHIP: QUALITY MANAGEMENT FOR THE FUTURE
INTRODUCTION
Good leadership skills are essential to strategic development
and effective management. Leadership styles evolve from situational
needs and individual characteristics. Increased awareness of
leadership components and desire to achieve are first steps in
becoming a leader.
This bibliography, Leadership: Quality Management for the
Future, was developed for use by EPA managers to aid in improving
leadership skills. It includes citations and descriptive abstracts,
organized by the following topics: Keys to Good Leadership,
Leadership in the Public Sector, Leadership Styles, Leaders As
Motivators, and Organizational Impact.
Citations were selected for their relevance to the special
interests of EPA staff. This bibliography was compiled using the
following databases, accessed through DIALOG, a commercial
database vendor: ABI/INFORM, MANAGEMENT CONTENTS, NTIS and
PSYCHINFO.
Other EPA Headquarters Library Management Bibliographies are
listed at the back of this bibliography. For additional management
information services, contact Anne Twitchell, Head Reference
Librarian, EPA Headquarters Library, 382-5922, or e-mail address
LIBRARY.HQ.
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KEYS TO GOOD LEADERSHIP
Mastering the Fine Art of Leadership.
Gardner, John W.
Business Month V133 n5 May 1989 p.77-78
Most managers exhibit some leadership skills, and most leaders,
on occasion, find themselves managing, but while the 2 functions
overlap, leadership and management are not the same thing.
Leaders can be distinguished from managers by the way they: 1.
think longer term, 2. look beyond the unit they are heading and
grasp its relationship to larger realities, 3. reach and
influence constituents beyond their jurisdictions, 4. put heavy
emphasis on the intangibles of vision, values, and motivation, 5.
intuitively understand the nonrational and unconscious elements
in the leader-constituent interactions, and 6. think in terms of
renewal. The aspects of leadership that might be described as
management include planning and priority setting, organizing and
institution building, keeping the system functioning, agenda
setting and decision making, and exercising political judgment.
Graphs. Tables. (ABI/INFORM)
The Seven Keys to Business Leadership.
Labich, Kenneth; Ballen, Kate
Fortune Vll8 n9 October 24, 1989 p.58-70
According to management consultants, business school professors,
and top corporate executives, there are 7 guidelines that, in
total, produce effective leadership. These are: 1. Trust
subordinates. 2. Develop a vision for the company. 3. Demonstrate
grace and calm under pressure. 4. Encourage risks. 5. Be an
expert in the field. 6. Invite dissent. 7. Focus on what is
important and find simple answers to complex questions. In a
poll, 206 chief executive officers of Fortune 500 and Service 500
companies named the following as the 3 most effective leaders in
US business: 1. Donald E. Petersen of Ford Motor Co., 2. Lee A.
lacocca of Chrysler Corp., and 3. Jack Welch of General Electric
Co. The majority of respondents (84%) do not believe US business
has a leadership crisis, and 97% believe their companies employ
as many effective leaders today as 10 years ago. Seventy-three
percent think that effective leadership qualities can be taught.
Tables. (ABI/INFORM)
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What Kind of a Leader Are You, Anyway?
Buhler, Patricia M.
Supervision v49 nlO October 1988 p.3-5
There are many kinds of leaders. The primary leadership theory
is that of the "great person," which states that one is
considered a leader when displaying great person attributes.
However, this method of defining the qualities of a leader is
weak and ambiguous. An effort to improve upon the great person
theory is the "great trait theory," which purports that leaders
possess a single distinguishing characteristic. In other
theories, leaders can be distinguished by an outstanding physical
characteristic or the ability to function in a specific
environment. It is clear that there are both formal and informal
leaders and that leadership is defined differently according to
what the situation is and who is proposing the definition. In
evaluating leadership, the most important criterion is that of
effectiveness, combined with the ability to influence others. The
best leaders are flexible and adaptable. (ABI/INFORM)
Identifying the Right Leader for the Right Situation.
Rodrigues, Carl A.
Personnel v65 n9 September 1988 p.43-46
Organizations in a dynamic environment experience 3 stages of
change: 1. problem solving, 2. implementation of solution, and 3.
stable. At each stage, a leader with different traits, abilities,
and behavior is most effective. The environment creates the
situation influencing the dominant traits, abilities, and
behaviors a leader needs in order to be effective in that
situation. Three types of leaders serve the 3 stages the
innovator, the implementor, and the pacifier, respectively. The
innovator is characterized by such traits as the need for
competition, the implementor by the need to control and influence
situations, and the pacifier by the need for a friendly
atmosphere and the capacity to decentralize decision making. A
questionnaire is presented that will help human resources
managers match individuals by their dominant characteristics with
the requirements of the organization. This questionnaire is
simply a tool to assist managers in the selection process; the
manager will also have to rely on personal intuitive decision-
making abilities. Charts. (ABI/INFORM)
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The Tasks of Leadership: Setting an Example.
Gardner, John W.
Personnel v63 November 1986 p.41(6)
The second part of a two-part series on leadership focuses on the
role of the leader as a symbol of an organization, and on how a
leader can create an atmosphere of trust and bring about a
renewal of purpose. Although leaders must be willing to engage in
conflict when necessary, one of the most important leadership
skills is the ability to resolve both internal and external
conflicts. Given the pluralistic nature of our society, the
leader who can reduce divisiveness (by inspiring trust and
explaining problems) has the best chance of making constructive
changes. To bring about constructive change, leaders must develop
a capacity for change. (Management Contents)
Leadership and Multidimensionality.
Streufert, Siegfried
Milton S. Hershey Medical Center, Hershey, PA., April 1986.
62p.
This report explores the rationale for the following suggestions:
that leaders must be able to empathize (i.e., perceive and
understand employees and relevant others appropriately), that the
executive leader should be able to communicate effectively, and
that appropriate and effective leadership action generally has to
be based on differentative and integrative thinking, perceiving,
and planning. Questions about how differentiation and integration
are useful, when and where multidimensionality is needed, and
what must be differentiated to achieve leadership excellence are
all addressed. (NTIS)
Ten Principles of Business Leadership.
Bellman, Geoffrey M.
FE: the Magazine for Financial Executives v2 January 1986
p.31(5)
Geoffrey Bellman outlines 10 principles that managers can use to
become more effective leaders. The leadership role includes risk
taking and decision making, having a vision and a strong
commitment to it, adapting to change, recognizing the importance
of organizational politics, being accountable, and knowing when
to say 'no1 and when to say 'yes'. (Management Contents)
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II. T.TCArreRSHIP IN THE PUBLIC SECTOR
The Leadership Environment of Public Sector Executives.
Olshfski, Dorothy; Jun, Jong S.
Public Administration Review v49 n2 March/April 1989
p.134-136
The political executive's environment is characterized by 3
distinctive elements: 1. in the public sector, a recruitment and
selection process that almost guarantees lack of knowledge by the
executive in at least one area, 2. a leadership environment
characterized by broad discretion, and 3. successful leadership
in a high-level position in the public sector that operates with
partisan issue and partisan electoral definitions of politics. A
model is presented that conceptualizes politics as a function of
incentive to act and focus of influence. The model would dictate
2 different leadership styles - leadership in the partisan-issue
arena as influence, and leadership in the partisan electoral
arena resembling performing art. Jun states that Olshfski's
attempt to generalize limited research findings into a few
conceptual categories is unsatisfactory. Interpretation is not
sufficient to change the existing organizational culture and to
improve the action skills of political executives. Charts.
Tables. References. (ABI/INFORM)
Can Federal Agencies Be Led?
Worthen, James
Bureaucrat v!7 nl Spring 1988 p.45-48
Management and leadership are 2 very different conditions.
Individuals who occupy jobs of leadership while unequipped may do
so at the expense of organizational goals, morale, and
discipline. The problem of leadership is especially acute in the
government's multitiered bureaucracies. This is because
leadership is personal, while government agencies are impersonal.
Some students of large organizational behavior argue that
leadership is irrelevant in certain agencies. This proposition
can be examined by drawing attention to those leadership
components that transfer most readily into a bureaucratic
environment. These include: 1. organizational purpose, 2.
delegation, 3. humility, and 4. intelligence and competence.
Leadership in the federal agency is hindered continually by the
common defects of the large organization, such as: 1. poor
communication, 2. uneven goal consensus, 3. rigid hierarchy, 4.
authority leakage, and 5. time constraints. Prescriptions to the
problem include: 1. recruitment into leadership, 2. ad hoc
forums, and 3. informal organizations. (ABI/INFORM)
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Leadership Change and Action Planning: A Case Study.
Young, Frank E.; Norris, John A.
Public Administration Review v48 nl January/February 1988
p.564-570
In 1984, the US Food & Drug Administration (FDA) was faced with a
dramatically increased workload, severely decreased budget
appropriations, and a total change of leadership. In any
organization, a number of reactions to new leadership can be
anticipated, such as increased rigidity, a decrease in effective
communication, and less commitment to the organization. Within
federal agencies, employees also can be expected to tend toward
less agreement on agency goals. To address the near-crisis
situation, the new leadership and career employees of the FDA
planned and implemented an action planning process. The action
plan established that: 1. the planning process would be an open,
rather than closed, system, 2. the plan would be based on
experience and empirical evidence rather than theory and
ideology, and 3. the plan would be built on existing agency
structures, practices, and assets. The planning process consisted
of 6 major components, among them employee input, public input,
and the development of a workable design. Tables. Charts.
References. (ABI/INFORM)
An Interview with Tom Peters: Contrasting Public and Private
Leadership.
Simon, Lucinda
Journal of State Government v60 n6 November/December 1987
p.241-244
Tom Peters, a best-selling author and management expert, answered
questions about both private and public leaders in a recent
interview. Peters believes the leaders from both sectors must be
consensus builders, possessing an ongoing desire to listen to and
serve their customers/constituents. Whether in the corporate
world or in the state legislature, leadership is a daily
challenge. To be effective, legislators must pay attention to the
people in their districts, assure their own reelections, and
quietly work to gain status on important committees and in other
leadership positions in order to influence others. Any leader
gets off to a good start by: 1. learning the system and its
history before trying to change it, 2. dealing with real
possibilities, and 3. only moving on to bigger agenda items once
all the groundwork is complete. (ABI/INFORM)
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Managing for Excellence in the Federal Government.
Porter, Elsa A.; Sargent, Alice G. ; Stupak, Ronald J.
Bureaucrat v!6 n2 Summer 1987 p.17-21
Although it may be difficult to achieve, excellence can be grown
and developed in the public sector just as in the private sector.
A recent survey of federal agencies revealed evidence that, in
terms of leadership, productivity, and performance, excellence
does occur in the government. The Federal Executive Institute,
for example, has become the premier educational/development
institute for high-level career public servants. Factors
contributing to excellence include: 1. a clear mission and
vision, 2. effective top-level leadership, 3. close involvement
with clients and employees, 4. development of management skills,
and 5. promotion of a partnership between political appointees
and careerists. Federal agencies are more difficult to manage
than private organizations due to the system's complexity,
unclear mission and vision, more open decision making,
accountability to many layers of review, and an unclear bottom
line. Other examples of excellent government agencies include the
Treasury Executive Institute and the Office of Fusion Energy.
(ABI/INFORM)
Leadership: Role of Federal Career Executives.
Shaw, G. Jerry
Bureaucrat v!5 n3 Fall 1986 p.31-33
Career public employees and their professional associations and
unions play a key role in refining laws and in developing
regulations. Public employees individually and together evaluate
new proposals to educate and inform the executive and legislative
branches about what is possible, what is practical, and what will
happen. By being involved with public employee associations,
career managers can exercise their own leadership abilities to
affect the work of government. Development of the new retirement
system for federal employees is perhaps the best example of
public employee groups working in cooperation with the Congress.
Although career executives were once isolated in their own
agencies, they can no longer afford that isolation because
government executives are blamed collectively for individual
mistakes. The attributes and training needed for effective
government leadership have changed, and leaders must now work in
coalition with others to achieve their goals. (ABI/INFORM)
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Leadership: Doing the Right Thing.
Nanus, Burt
Bureaucrat v!5 n3 Fall 1986 p.9-12
Leadership in the public sector means managing complexity and
change. Public leaders focus on effectiveness, foresight, and
innovation; public managers emphasize efficiency, current issues,
and the current budget. At a recent meeting of state governors
only, leadership was discussed. Some governors defined leadership
as achieving the mandate expressed by the people. Others argued
that leaders should help frame the issues initially and
anticipate societal needs. Interviews with 90 well-known leaders
from business and the public sector led to the identification of
4 major skills shared by effective leaders: 1. having agendas and
being results-oriented, 2. articulating and communicating meaning
to help others in the organization understand what is occurring,
3. earning trust by taking positions, making those positions
known, and sticking to them, and 4. knowing one's own strengths
and weaknesses. There is a need for much more leadership in the
public sector. (ABI/INFORM)
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III.
A Laboratory Study of Charismatic Leadership.
Howell, Jane M.; Frost, Peter J.
Organizational Behavior & Human Decision Processes v43 n2
April 1989 p.243-269
A study examines 3 different leadership styles: charismatic,
structuring, and considerate. The study investigates the
interactive influence and uses 2 levels of group productivity
norms. The results indicate that leadership style has significant
effects on the number of courses of action, quality of task
performance, role ambiguity, and adjustment to the leader. Group
productivity norms have significant effects on participants'
adjustment to the group. Individuals working under a charismatic
leader have high task performance, task adjustment, and
adjustment to the leader and to the group. The structuring
leader's impact on individuals' task adjustment is modified by
group productivity norms. Tables. References. (ABI/INFORM)
Vision and Leadership.
Roberts, R. J.
Canadian Banker v96 n2 March/April 1989 p.30-33
By combining 2 important leadership dynamics, 4 distinct
leadership styles emerge. These are: 1. the top-down, task-
oriented leader, a traditional style in which a powerful person
hands down a set of tasks to be completed within a certain time
period, 2. the bottom-up, task-oriented leader, who relates to
employees on a first-name basis and focuses on short-term goals,
3. the bottom-up, process-oriented leader, who has charisma and
promotes a common vision, and 4. the top-down, process-oriented
leader, who has a superior ability to establish a unigue
corporate or situational culture and concentrates on transforming
vision into reality. Today's most successful top-down, process-
oriented business leaders include Canadians Murray Koffler, who
became one of the earliest advocates of franchising a business
idea, and Jimmy Pattison, chairman of Expo 86, who has turned a
highly leveraged investment in a Vancouver car lot into a
multifaceted billion-dollar business empire. Graphs. Tables.
(ABI/INFORM)
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Relationship of Transformational and Transactional Leadership
with Employee Influencing Strategies.
Beluga, Ronald J.
Group & Organization Studies v!3 n4 December 1988
p.456-467
Compared manager-employee influencing dynamics within the
framework of transformational and transactional leadership
theory. 117 employees of a manufacturing firm anonymously
completed a multifactor leadership questionnaire and a profile of
organizational influence strategies. Multiple regression analyses
supported the predictions that (1) perceived transactional
leadership would be more strongly inversely related to reported
employee upward influencing behavior than transformational
leadership and (2) transformational leadership would be more
closely associated with leader effectiveness and employee
satisfaction with the leader than transactional leadership.
Results are examined in terms of the apparent volatile nature of
transactional leadership-employee influencing systems.
Transformational leadership-employee influencing interactions are
viewed as more effective in promoting organizational
productivity. (PsycINFO)
Technical Leadership: Much Discussed but Little Understood.
Farris, George F.
Research-Technology Management v31 n2 March/April 1988
p.12-16
Studies of leadership follow 3 broad approaches: 1. trait, 2.
behavioral, and 3. contingency. Recent approaches to leadership,
though, have tried to include such factors as ability to focus on
a vision and creativity. Research and development (R&D)
leadership studies can be classed in 3 categories: 1. those
studying leadership directly, 2. those studying characteristics
of the organizational climate which is attributed to the leader,
and 3. those studying the informal organization in R&D. Studies
of technical leaders have shown that technical skills are related
to group performance and may well affect the organizational
climates in which their people work. Future studies on technical
leadership need to determine such things as how technical leaders
spend their time, the importance of administrative skills, and
relationships with other parts of the organization. Studies to
date show that effective technical leaders possess such
characteristics as leadership and organizational ability,
responsiveness, and the ability to create stimulating climates.
(ABI/INFORM)
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Mr. & Ms.: How Different Are Their Leadership Styles?
Blanchard, Ken
Today's Office v22 nlO March 1988 p.30-31
According to Pat Zigarmi, coauthor of Leadership and the One
Minute Manager (1986), men and women can learn leadership skills
from one another because of their different backgrounds. While
women understand the effectiveness of immediate praise and tend
to be more supportive of one another and the people who work for
them, men are results-oriented and wait for proof of achievement
before praising. In addition to learning the value of praise
along the way instead of waiting until a job is complete, men
should take another lesson from women and become better observers
and listeners. Assuming a strong leadership position and learning
to delegate are 2 areas where women do not do as well as men, due
mainly to the difficulty subordinates have in viewing women as
directive and to their lack of experience in delegating. Women
must see themselves as strong leaders who are willing to assume
responsibility. This means women must understand their roles as
managers and leaders, then learn to delegate authority.
Supporting subordinates requires a balance between coaching and
neglect. (ABI/INFORM)
Should You Change Your Leadership Style?
Wiberg, Lars-Erik
Management Solutions v33 nl January 1988 p.5-12
The 4 basic leadership styles are: 1. founding, 2. managing, 3.
developing, and 4. inspiring. The founder (pioneer) uses concepts
and theories to make decisions, works well in a scientific
setting, likes to experiment, and is adept in strategy. The
manager is grounded in practicality, emphasizes controls and
rules, and is a bureaucrat by nature, with a low tolerance for
ambiguity and a high regard for efficiency. The developer places
a premium on precedent and tradition, allows issues of character
and conviction to overrule analysis and testing, and is a team
builder who places his faith in teaching and coaching. The
inspirational leader depends upon impulse and has a highly
personal style, based on intuition. The inspirational leader
leads by example and makes decisions almost instantaneously. In
practice, people often exhibit a combination of styles rather
than just one. For an enterprise to excel, a balance of
leadership styles is necessary. (ABI/INFORM)
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Developing a Leadership Strategy.
Niehouse, Oliver
Management Solutions v32 August 1987 p.21(6)
Strategic management helps managers avoid being too task-
oriented or too relationship-oriented. Managers can select the
appropriate leadership style by determining tasks to be
accomplished, determining subordinates' readiness to perform
tasks, and matching the level of readiness with the proper level
of manager intervention. Supervising employees too closely can be
even more destructive than not giving enough direction. The keys
to developing strategic management skills are to think
strategically, keep a journal of employee task readiness, and be
sensitive to ways in which employees respond to different
leadership styles. (Management Contents)
Entrepreneurial Leadership: A Performing Art.
Lippitt, Gordon L.
Journal of Creative Behavior V21 n3 1987 p.264-270
Contends that different kinds of leaders and different kinds of
leadership may be needed periodically throughout an
organization's lifespan. Characteristics of the entrepreneurial
leader are discussed. It is suggested that persons who seem to
function best as leaders appear to be characterized by actions
that tend to support the art rather than the science connotation
of entrepreneurial leadership. (PsycINFO)
The Strategic Nature of Leadership.
Niehouse, Oliver
Management Solutions v32 July 1987 p.27(8)
Managers employ leadership styles that blend two elements, task
behavior and relationship behavior. Task behavior concerns the
extent to which a leader offers input and focus toward task
accomplishment. Relationship behavior includes one or more of the
following: two-way communications; the leader's active listening;
explanations; supportive behaviors; facilitating behaviors; and
psychological support. Four leadership behavior style types are
described : high task emphasis - low relationship emphasis; high
task - high relationship, low task - high relationship; and low
task - low relationship. Management decisions about the proper
leadership behavior to use depends on two types of employee
readiness to follow, job readiness and psychological readiness.
(Management Contents)
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IV. LEADERS AS MOTIVATORS
On Leadership.
Dimma, William A.
Business Quarterly (Canada) v53 n3 Winter 1989 p.17-20
For the most part, leaders are made, not born; training, learning
on the job, and growing through experience can help most people.
The qualities required for successful leadership will not be much
different 50 years from now from what they are today or from what
they ever were. The best leaders have always understood
intuitively that to inspire loyalty through words and deeds is to
bring out the best performance from those led. Leadership means
achieving worthwhile goals through other people. There should be
visceral energy, almost a sense of mystery in leaders. Another
requirement is the combined ability to conceptualize and to
execute; having a mission and communicating it effectively is
essential. One of the qualities found almost universally in great
leaders is the ability to grow with experience. Leaders also try
to create an atmosphere, an esprit de corps, that brings out the
best in others. Leaders are also magnanimous, committed, and
professional. Charts. (ABI/INFORM)
Leadership Is Earned Authority.
Huth, Robin
Canadian Manager v!3 n4 December 1988 p.18-19
Companies empower certain people with authority, but those
empowered are not necessarily the best leaders. The primary
quality of a good manager is an understanding of what motivates
people. A Canadian company suffered such problems as high
accident rates, illegal strikes, and poorly motivated workers who
occupied boring, tedious jobs. A primary problem was that
supervisors never communicated except to complain. Supervisors
had to be trained to regain their authority, and part of the
strategy was reserving time just for talking to workers and
learning their concerns. However, earning and retaining respect
involves more than just listening; words must be backed up by
action. Supervisors must be able to identify employee needs and
then take action to satisfy them. (ABI/INFORM)
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How to Position Yourself as a Leader.
Austin, Nancy K.
Working Woman v!3 nil November 1988 p.140-144
Frederick Taylor, the father of "scientific management," felt
that the boss was paid to figure out the best way to do a job and
to make sure workers perform. Taylor's scientific management
crumbled in the 1970s when worldwide competitive challenges
forced US companies to become more flexible. In today's
competitive landscape, great bosses have recast the role of
manager from chief rule-enforcer to builder, adventurer, coach,
and relentless tester of the unconventional. Traits that make
good bosses great in 1988 and beyond include: 1. expecting even
welcoming the turbulence of change, 2. paying almost obsessive
attention to one or 2 leading themes, 3. knowing that some
eccentricity is an asset, 4. unleashing the power of team
leadership, 5. finding ways to engender "hustle," 6. investing
heavily in training, and 7. not fitting into a single mold. All
great bosses engage; they capture imagination and energy and, by
doing this, get people to move mountains. (ABI/INFORM)
Transformational Leadership in a Management Game Simulation:
Impacting the Bottom Line.
Avolio, Bruce J.; Waldman, David A.; Einstein, Walter O.
Group & Organization Studies v!3 nl March 1988 p.59-80
The practices of transformational and transactional leadership
are examined in a management simulation game spanning a 3-month
period in the spring semesters of 1984, 1985, or 1986.
Transactional leadership is either passive (management by
exception) or active. Transformational leaders achieve maximum
performance due to an ability to inspire followers.
Transformational and transactional leadership are measured using
Bass' (1985) Multifactor Leadership Questionnaire (Form 4). The
190 participants are 2nd year masters of business administration
students working in teams made up of 7-9 members. Each team
represents the senior management of a hypothetical manufacturing
firm. Based on market share, stock price, earnings per share,
return on assets, and debt-to-equity ratio, the 27 teams report
on the perceived leadership of team presidents and financial
performance of teams. Analysis of leadership data gathered
independently of financial performance show significant and
positive links between active transactional leadership,
transformational leadership, and organizational effectiveness.
Tables. References. (ABI/INFORM)
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Leading by Expectation.
Batten, Joe D.
Management World v!7 January-February 1988 p.35(2)
Management-by-expectations means having very high standards for
oneself, one's employees, and one's company. The manager-by-
expectations expects employees to do well and communicates this.
Employees should feel that serving the company's goals serves
their own. Qualities to bring out in employees include
flexibility, toughness, initiative, and individuality. Continuous
feedback and appropriate compensation are also important. True
leaders encourage leadership in others, by example and by
expectation. (Management Contents)
What Makes a Leader?
Beck, Felix
Mortgage Banking v48 nl October 1987 p.62-70
Good leaders can be described as inspirational, enthusiastic,
sensitive, and charismatic. In their interpersonal relationships,
they exude confidence and earn loyalty. One can develop
leadership by aspiring to be a leader, by copying leadership
aspects in others, and by taking the risks of leadership.
Successful motivation of others is a key leadership ingredient. A
true indication of leadership involves the decision-making
process. Leaders must be fully prepared when setting alternative
solutions in motion. A sense of timing also is a must. By
listening more than speaking, leaders capitalize on what others
say or do not say. They also encourage people to set realistic
goals. How people conduct themselves in difficult situations is
another aspect of leadership. Leaders defend executives against
complaints or charges of incompetence. Those who are flexible are
respected more than those who believe that everything must be
similar. Some guidelines for leaders include: 1. be tough, but
fair, 2. inspire by action, as well as by words, 3. expect more
than enough, but not too much, 4. be enthusiastic, 5. understand
each executive and be sensitive to special needs, and 6. develop
a team concept. (ABI/INFORM)
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Management by Example: Developing Transformational Leaders.
Waldman, David A.
Business v37 n3 July/August/September 1987 p.23-28
A dynamic theory of leadership called transformational leadership
involves: 1. making dramatic organizational changes, 2. creating
a vision of what the organization can be, and 3. inspiring others
to make the vision a reality. Although perhaps best observed at
the executive level, this type of leadership should be present in
some form at all management levels. Day-to-day leadership is
considered transactional and supports the organization's status
quo. A transformational leadership model has 4 basic components:
1. antecedents, which concern the past experiences and the
individual strengths and weaknesses of the would-be
transformational manager, as well as consideration of whether
there is support by the organization in the form of role models
and culture, 2. leadership characteristics, which include
consideration of each individual employee, and a leader's
charismatic inspiration, 3. the match between the leader and
subordinates, and 4. the payoff, which often is significant in
that employees exceed performance expectations and shift their
focus from individual concerns to departmental excellence.
Charts. References. (ABI/INFORM)
Producing Results: Using Power With Your Employees.
Patrellis, A.J.
Supervisory Management v30 n3 March 1985 p.32-37
The power communicated by one's speech and actions is analyzed as
a potent managerial tool for motivating subordinates and meeting
organizational goals. While many managers fear using their power
because they believe it will harm others, proper use of this
approach actually helps other employees reach their full
potential. In order to use power effectively, one must first have
a clear understanding of the job that must be done and how it
fits into the organization's objectives. This knowledge must then
be effectively communicated to others through the consistent use
of a results oriented approach to employee relations. Such an
approach creates a favorable climate for production, encourages
employees to excel in their efforts and generates strong loyalty
from subordinates. (Management Contents)
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V. ORGANIZATIONAL IMPACT
Does Leadership Make a Difference to Organizational Performance?
Thomas, Alan Berkeley
Administrative Science Quarterly v33 n3 September 1988
p.388-400
The research on the impact of chief executive officers on
corporate performance is evaluated. Conventional views of
organizational leadership have usually assumed that leaders have
a significant impact on the performance of the organizations they
head. This individualist view is being increasing challenged by
contextualists who emphasize the constraints that are placed on
leaders by situational factors. Lieberson and O'Connor's (1972)
study is commonly regarded as the main source of empirical
support for the contextualist view. However, it is argued that
this study and its derivatives have provided consistent and
compelling evidence that individual leaders do make a difference.
The results of a study of large retail firms in the UK, which is
designed to overcome the methodological problems of earlier
investigations of leadership and performance, support this
argument. Leadership has little impact on performance at the
aggregate level, but it has a substantial impact at the level of
the individual firm. Tables. References. (ABI/INFORM)
Executive leadership and organizational performance:
suggestions for a new theory and methodology.
Day, David V.; Lord, Robert G.
Journal of Management v!4 September 1988 p.453(12)
Popular and academic positions regarding the impact of top-level
leadership on organizational performance differ, and an
examination of recent executive succession studies is presented.
It is proposed that a theory of executive leadership be developed
in order to enhance understanding of how top-level leaders affect
organizational performance. Guidelines for developing such a
theory, including methodologies to consider, problems to avoid,
and places to look for relevant theory, are presented.
(Management Contents)
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When Power Distorts the Manager's Mind.
Thorne, Paul
International Management v42 March 1987 p.20(6)
Today's business world is characterized by substantial changes,
larger corporate structures, and globalization of business
activity, all of which disrupt old ways of developing governing
business elites. In this atmosphere, the temptations for abuse of
power are stronger than ever. Power may be based on: position or
role, physical attributes, the ability to manipulate resources,
expert knowledge, or personal authority, such as charisma. The
individual who is unprepared to assume power needs awareness of
power's corrupting influences. The new business leader may feel
isolated from former peers and experience an enhanced sense of
self-worth and 'potency,' until he begins to believe that he is
either well-suited to wield power or unsuited for his powerful
position. (Management Contents)
Organizational Power Styles: Collective and Competitive Power
under Varying Organizational Conditions.
Roberts, Nancy C.
Journal of Applied Behavioral Science v22 November 1986
p.443(16)
This article reports research on the extent to which managers
exercise both competitive and collective power with bosses,
peers, and subordinates and the extent to which this exercise is
related to organizational factors such as resource availability,
normative structures, and organizational form (Type A or Type Z).
Based on data from a survey of 350 managers from three levels of
management in two businesses and two universities, the author
finds that managers exercise both collective and competitive
power in these organizations, in all role relationships, and that
the type of power exercised is associated with resource
availability and organizational form. (Management Contents)
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The Organization of Leadership.
Bellavita, Christopher
Bureaucrat v!5 n3 Fall 1986 p.13-16
Leadership is an organizational process consisting of: 1. a
vision providing meaning and direction, 2. political support for
the vision, 3. people who are willing to work to achieve the
vision, and 4. technical ability to carry out the vision. When
leaders actually help people carry out the vision, they may lose
their status as leaders and be seen as managers. However,
effective leaders exhibit the characteristics of good managers.
Playing a symbolic role effectively is important for good
leadership, but the leader's visions must have power behind them.
Effective leadership recognizes the positive functions of
conflict and politics. It is unlikely that one person can provide
an organization with all the leadership it needs, but everyone
can develop organizational vision, learn to be politically
skillful, and develop expertise that contributes to the work of
the whole. (ABI/INFORM)
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EPA HEADQUARTERS LIBRARY MANAGEMENT
COLLECTION
LIST OF MANAGEMENT BIBLIOGRAPHIES
1 . LEADERSHIP: QUALITY MANAGEMENT FOR THE FUTURE
by Anne Twitchell, September 1989
EPA/IMSD-89-005
2 . COMMUNICATION SKILLS FOR EFFECTIVE MANAGEMENT
by Anne Twitchell, June 1989
EPA/IMSD-89-003
3 . EFFECTIVE PERFORMANCE APPRAISALS
by Anne Twitchell, March 1989
EPA/IMSD-89-002
4. OFFICE OF THE FUTURE: THE MANAGER'S ROLE
by Anne Twitchell, December 1988
EPA/IMSD-88-013
5. OFFICE OF THE FUTURE: THE CHANGING ROLE OF
SECRETARIES
by Mary Hoffman and Anne Twitchell, revised May
1989
6 . MANAGEMENT TRANSITION
by Mary Hoffman and Anne Twitchell, September
1988
EPA/IMSD-88-007
7 . MANAGING IN THE PUBLIC SECTOR
by Mary Hoffman, March 1988
EPA/IMSD-88-003
8 . RESISTANCE TO CHANGE
by Mary Hoffman, December 1987
EPA/IMSD-87-011
9 . INTRAPRENEURSHIP: THE EMERGING FORCE
by Mary Hoffman, September 1987
EPA/IMSD-87-009
10. SUPERVISORS AND HUMAN RESOURCES MANAGEMENT
by Mary Hoffman, June 1987
EPA/IMSD-87-006
11. TECHNICAL EXPERT TURNED MANAGER
by Mary Hoffman, March 1987
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