Rozprawy doktorskie na temat „Leadership legitimacy”
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Zhang, Li. "International Branch Campuses in China| Quest for Legitimacy". Thesis, State University of New York at Albany, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10107769.
Pełny tekst źródłaA new organization often encounters the “liability of newness” that increases its chance of failing as a start-up enterprise (Freeman et al, 1983). New organizations located in a foreign country also face the “liability of foreignness” (Zaheer & Mosakowski, 1997). By gaining legitimacy, organizations can obtain the resources they need to become sustainable. The liabilities of newness and foreignness aptly describe the international branch campuses that have been set up in China.
Scott’s (1995) institutional legitimacy pillars and Suchman’s (1995) legitimacy theory are combined to form a new conceptual legitimacy framework to understand legitimacy issues in China. This qualitative study selects seven cases to answer this research question: What strategies do the international branch campuses use to gain social support from different constituencies? The institutions studied are: The University of Nottingham Ningbo China, Xi’an Jiaotong Liverpool University, New York University Shanghai, United International College Shenzhen, Dongbei University of Economy and Finance Surrey International Institute, Southeast University-Monash University Joint Graduate School (Suzhou), and The Johns Hopkins University-Nanjing University Center for Chinese and American Studies.
Fifty-two interviews were conducted with senior institutional leaders, faculty, staff, students, parents, scholars, and employers. The research found that these international institutions did face the twin liabilities of newness and foreignness. However, being new and foreign could actually give these institutions legitimacy as well. The international institutions used all four strategies identified in the literature to gain the four pillars of legitimacy. An important caveat of the study is that the environment is significant in institutions gaining legitimacy, but the primary factor in acquiring legitimacy is the quality of their product.
This study has several limitations, including one missing case, fewer foreign interviewees, the uneven amount of information available at each institution, translation difficulties between two very different languages and cultures, and data provided by the institutions might be self-serving. The results indicate four avenues for further research. They are legitimacy thresholds; legitimacy from the perspective of the home institutions; the failed international branch campuses; education quality at these IBCs; and the evolving political dynamics in China.
Overland, Indra Nobl. "Politics and culture among the Russian Sami : leadership representation and legitimacy". Thesis, University of Cambridge, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368620.
Pełny tekst źródłaLoomis, Andrew Joseph. "Leveraging legitimacy in securing U.S. leadership normative dimensions of hegemonic authority /". Connect to Electronic Thesis (ProQuest) Connect to Electronic Thesis (CONTENTdm), 2008. http://worldcat.org/oclc/436297268/viewonline.
Pełny tekst źródłaProst, Emilien. "Legitimacy and incentives in a hierarchical relationship". Thesis, Université de Lorraine, 2019. http://www.theses.fr/2019LORR0121.
Pełny tekst źródłaThe general purpose of our thesis is, on the one hand, to study the influence of legitimacy of the manager on the motivation of his employee to exert effort and, on the other hand, to analyze how the manager integrates this potential influence into his behavior in order to bolster his authority. Finally, we are interested in strategies that the firm can design to bolster the legitimacy of its managers by choosing between several procedures of selection. Our approach is both theoretical, based on game theory, and empirical using experimental economics.First, we define a procedural legitimacy that consists in considering an executive as legitimate if he was promoted through a competition with no unfair treatment. Then, we define a meritocratic legitimacy that is the ability to master the operational task exerted by the employee. Finally, we define an aristocratic legitimacy, which is the ability of an individual to master managerial tasks.In a first chapter, we show that the future leader's effort during the competition is not necessarily a good way to bolster a procedural legitimacy because a very strong performance can just betray the fact that he has benefited from an advantage. Moreover, we show that the loser of the competition will always be a "bad loser" because his belief that he was disadvantaged during the competition will always be reinforced if he behaves with Bayesian rationality. The stake for the firm is then to delegate to an external entity the management of the selection of leaders to ensure that any unfair treatment presupposed during the competition does not provide any information regarding a potential unfair treatment in the future. In a second chapter, we show that to select on managerial abilities allows to increase the salary of executives even though these skills are less difficult to master. The reason is that it neutralizes the problems of rivalry between employees and executives and thus preserves the self-confidence of the one who has failed to be promoted (thus making it less costly to incentivize). The third chapter is an experimental work that aims to show that a meritocratic procedure incites the losers to actually ask for higher wage to compensate their discouragements following their failure
Grulke, David Andrew. "Legitimacy, authority and transition in the public office of the ministry in the Lutheran Church of Australia -- 2 vols". Thesis, Australian Catholic University, 2007. https://acuresearchbank.acu.edu.au/download/a30cf1e4f6f07032e752d2b1ee03c2d6776c87a95ffea9ae3517b9ddf746077a/3332364/64894_downloaded_stream_119.pdf.
Pełny tekst źródłaMurzaeva, Dinara. "Transition To Democracy In Post-soviet Kyrgyzstan:leaders, Citizens And Perceptions Of Political Legitimacy". Phd thesis, METU, 2011. http://etd.lib.metu.edu.tr/upload/12613317/index.pdf.
Pełny tekst źródłaLuís, Arsénio de Matos. "Liderança-que relação de poder?: comportamentos de liderança dos instrutores do DIT". Master's thesis, Universidade de Évora, 2005. http://hdl.handle.net/10174/15788.
Pełny tekst źródłaRolls, David. "The emergence of the 'Jiang Zemin Era': legitimacy and the development of the political theory of 'Neo-Conservatism' -- 1989-1995". University of Southern Queensland, Faculty of Arts, 2004. http://eprints.usq.edu.au/archive/00001500/.
Pełny tekst źródłaHedman, Linnéa, i Sonia Ghanbari. "Metoo och förändringen". Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22421.
Pełny tekst źródłaThe Metoo movement has created a greater need for transparency and a deeperunderstanding of sexual harassment. A taboo subject that for centuries has consisted of aculture of silence, has entered the light and made visible. The decisive factor in themovement is that the recognition factor is extensive. The Metoo movement is run by people,it had an impact on all levels of society and will continue as long as the problem persists.The purpose of the research is to elucidate how the phenomenon of metoo has had an impacton the preventive work against sexual harassment in organizations in Sweden, but also howthese changes have been established. The intention is also to contribute a greaterunderstanding of preventive work against sexual harassment in the workplaces.This qualitative study is based on twelve qualitative semi-structured interviews, from threeorganizations in the Skåne region. The interviews were directed to four role-holders in eachorganization. These are in independent order: Leaders, employees, HR representative andtrade union representative. We believe that Metoo has contributed to change, in some cases ithas been noticeable, in other cases the movement has led to major changes. The concretechanges we have noticed are updated governance documents, clearer information on zerotolerance, annual employee surveys and reviews of workplace meetings. We perceive thatthere is still a large unrecorded number and that the problem is still high on the workplaces.
WHITMORE, Margaret, i whittys2002@yahoo com au. "The search for character: servant-leadership in an Australian organisation". Edith Cowan University. Business And Public Management: School Of Business And Law, 2004. http://adt.ecu.edu.au/adt-public/adt-ECU2006.0003.html.
Pełny tekst źródłaMelo, Paula Sousa Brant e. "A contribuição da competência política para a carreira, a reputação e a legitimação da liderança". Universidade de São Paulo, 2017. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-18102017-152300/.
Pełny tekst źródłaAlthough political behaviour is an intrinsic characteristic of organizations, it is necessary to recognize that different managers can use such a competence more or less effectively, according to their personal abilities. Political Skill is perceived as an essential aspect for the efficiency and the development of the leadership career. This research looks at such a competence and its relation to aspects as career development, increase in reputation and granting leadership legitimacy in the context of Brazilian organizations. To this end, mixed methods (qualitative and quantitative) were used. The research was carried in two stages, and the first one was the approval of a pre-existing questionnaire, translated from English into Portuguese, which allows the evaluation of political skill (we obtained 200 valid questionnaires). At the second stage, interviews were made with 21 managers, and they included a script of 12 open questions, as well as the completion of the questionnaire. The questions were created with the objective of identifying how Brazilian organizations and managers perceive the political environment and how they feel about the political aspect of the manager\'s role. Another debated issue was if Brazilian leaders consider themselves politically competent and how they are seen by their peers and superiors with regards to this matter. Besides that, another goal was to verify whether a political skill is recognized as an important and positive competence for managers. To do so, we looked into the positive outlook of politics in organizations, career systems and leadership. In addition, we evaluated whether the interviewees\' descriptions of reputation and legitimacy could be associated with the characterization of politically skilled leaderships. Even though most were under negative impressions regarding politics, the results showed that Brazilian professionals recognize the political environment in companies, their positive aspects and the importance of political skill in the development of their careers. In the conclusion further contributions of the research will be discussed, as well as its limitations and suggestions for future studies.
Carvalho, Luciano Bastos de. "A lógica institucional da liderança municipal como determinante da prática do Sistema de Controle Interno". Universidade de São Paulo, 2018. http://www.teses.usp.br/teses/disponiveis/96/96133/tde-11062018-150500/.
Pełny tekst źródłaPublic internal control in Brazil has been discussed by both regulatory agencies and academic research. Although regulatory bodies are proposing new structures for the internal control, recent studies have pointed out to a relatively low effectiveness in the performance of this system. This situation has been influenced by the lack of some factors that would tend to strengthen the structure, such as the existence of qualified teams and the availability of information. The present research adds the practices of an institutional logic typified as \'technical autonomy\', performed by actors responsible for decision-making in the municipality, such as the mayor and the internal control\'s secretary, as favorable to internal control. This context enhanced the internal control legitimation towards the mentioned actors. This research adopted a declared participant observation in a Brazilian municipality. The municipality was chosen due to a management change from a predominantly political context to a predominance of a technical context. This research showed that the internal control had a greater prominence when the leadership, mayor and secretaries, presented technical characteristics. One of the reasons for this more present performance is the institutional logic of the controller and mayor, which is aligned to the technical autonomy logic also presented by the servants of the internal control department. Another factor observed was that the engagement between municipal mayor and controller made it easier for the chief executive to participate in the internal control daily activities. Thus, the technical autonomy institutional logic, observed in the local leadership, together with the active interaction between the municipal mayor and the internal controller, were seen as essential for the change in the internal control performance in this case study.
Whitmore, Margaret R. "The search for character: Servant-leadership in an Australian organisation". Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2004. https://ro.ecu.edu.au/theses/113.
Pełny tekst źródłaClare, Jillian. "Becoming Leaders : An Investigation Into Women's Leadership In Male-Defined And Male-Dominated Professions". Thesis, Queensland University of Technology, 2004. https://eprints.qut.edu.au/15947/1/Jiillian_Clare_Thesis.pdf.
Pełny tekst źródłaClare, Jillian. "Becoming Leaders : An Investigation Into Women's Leadership In Male-Defined And Male-Dominated Professions". Queensland University of Technology, 2004. http://eprints.qut.edu.au/15947/.
Pełny tekst źródłaMatthias, Nakia M. "Structuring Legitimacy via Strategies of Leadership, Cooperation and Identity: The Comité de Motard Kisima's Engagement of Media and Communication for the Enactment of Motorcycle Taxi Work in Lubumbashi". Ohio University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1438350393.
Pełny tekst źródłaKleinman, Sarah Beth. "Dysfunction as a function of authority : understanding the power and performance of international non-governmental organizations". Thesis, University of Oxford, 2013. http://ora.ox.ac.uk/objects/uuid:fd73b45d-8ba2-43c3-a758-241eecba20e3.
Pełny tekst źródłaHenningsson, Diana, i Emma Wallbom. "I gränslandet mellan gammalt och nytt : En studie som belyser den sociala dynamiken som kan uppstå i ett förändringsuppdrag". Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-38002.
Pełny tekst źródłaThe aim of this study is to emphasize the social dynamics that may arise during a project of organizational change, which can both prevent and lead the change forward. The investigation was mainly based on observations during meetings and workshops related to the change project, to get a better understanding for the people and atmosphere affected by the organizational change. Since the employees were the main focus of this study, questions were sent to the co-workers by mail and interviews were held with the leaders of the project. To be able to analyse the social dynamics the theoretical frame of the study was founded on Gidden’s structuration theory, theories of the co-workers resistance against organizational change and leadership. The theoretical frame contributed to get a deeper understanding for social structures in organizations and its different norms, way of communication and power. The research shows, among other things, that co-workers need to be motivated and engaged in the organizational change for the change to move forward. A lot of this responsibility concerns the leader, who has to be seen as legitimate and professional for the co-workers to be able to listen and take orders. There also has to be a balance between the orders that a leader gives and the freedom the employees have to make their own decisions. People in organizations have different power relations which don’t matter during anorganizational change project as long as there is a mutual respect between the employees and a willingness to communicate and listen to each other’s opinions and knowledge.
Sandstedt, Thomas. "Om rekrytering i akademin - exemplen prefekter och forskarstuderande". Doctoral thesis, Linnéuniversitetet, Institutionen för pedagogik (PED), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-25622.
Pełny tekst źródłaSilas, Irene. "Do We Belong? Understanding How Program Directors Perceive the Role of the Intensive English Programs on University Campuses". UNF Digital Commons, 2019. https://digitalcommons.unf.edu/etd/890.
Pełny tekst źródłaBosoga, Tebogo. "The Changing Levels of Diffuse and Specific Support in South Africa amongst ANC supporters: A longitudinal Study". Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4029.
Pełny tekst źródłaENGLISH ABSTRACT: During the so-called third wave of democratisation, South Africa experienced a transition from authoritarian rule to democratic rule in 1994. This transition was coupled with a transformation process, which saw the establishment and introduction of democratic principles and norms, as well as democratic institutions. All these make South Africa a democracy in theory but do not necessarily mean that it is a democracy in practice. Moreover, democracy, unlike authoritarian rule, depends on the support of the populace. Lack of support for democratic rule renders the regime illegitimate, since it does not have enough support to continue as the authority of the country. Against the theoretical point of departure (i.e. support for democracy is closely tied to legitimacy of the authority), it is imperative to evaluate these types of support for democracy as well as their changing levels in the country. This will shed some light on whether the populace in the country embrace democracy as a form of governance – that is, whether the populace perceive democracy as a political regime that is entrenched not only in theory, but also in practice. This will be highlighted by their level of support, which determines whether the regime is perceived as legitimate or illegitimate. It will further shed some light on the degree or level of support for the political system governing the country. Support for democracy may be evaluated by using two models or types of support, i.e. diffuse and specific support. Diffuse support consists of three levels of support, namely, political community, regime principles and regime performance, whilst specific support consists of two levels of support, namely regime institutions and political actors. For this study, these models and levels of support are evaluated amongst the supporters of the ruling party, namely the ANC. For comparative purposes, however, support patterns for democracy, as measured in the World Values Surveys from 1995 to 2006, amongst the ANC supporters will be evaluated in relation to non-ANC supporters. These patterns are crucial, since they will highlight whether support for democracy is support for democratic rules and norms, i.e. democracy per se, or whether support for democracy is closely tied to party support and position. The study reveals that there are relatively high levels of support for political community, regime principles and regime performance amongst both the ANC supporters and non-ANC supporters, when compared to levels of support for regime institutions and political actors, meaning that there are high levels of diffuse support when compared to specific support. Moreover, the ANC supporters have higher levels of both diffuse and specific support for democracy when compared to non-ANC supporters.
AFRIKAANSE OPSOMMING: In die 1990‟s gedurende die derde golf van demokratisering in die wêreld, het Suid Afrika ook „n transformasie van „n outoritêre stelsel na „n demokrasie ondergaan. Hierdie transformasie het op die vestiging van demokratiese beginsels en norme sowel as demokratiese instellings uitgeloop. Hoewel dit Suid-Afrika ‟n demokrasie in teorie gemaak het, het dit die stelsel nie noodwendig ‟n demokrasie in die praktyk gemaak nie. Dit is belangrik om in ag te neem dat „n demokrasie, anders as „n outokrasie, die ondersteuning van die bevolking moet geniet. ‟n Gebrek aan genoegsame steun kan daartoe lei dat ‟n regering gesag op ‟n onlegitieme wyse uitoefen. Teen hierdie teoretiese agtergrond is dit dus belangrik om die tipes sowel as die veranderende vlakke van ondersteuning vir demokrasie te evalueer. Sodoende word ‟n insig verkry of die bevolking demokrasie as ‟n vorm van regering nie net in teorie aanvaar nie, maar ook in die praktyk. Die vlak van ondersteuning sal bepaal of die regime as legitiem of onlegitiem beskou word. Dit kan ook verder lig werp op die vlak van ondersteuning vir die politieke selsel wat in plek is. Ondersteuning vir demokrasie kan bepaal word deur gebruik te maak van twee modelle of tipes van ondersteuning, naamlik, verspreide (“diffuse”) en spesifieke (“specific”) ondersteuning. Verspreide ondersteuning bestaan uit drie vlakke van ondersteuning, naamlik, steun vir die politieke gemeenskap, regime beginsels en regime optrede. Spesifieke ondersteuning in teenstelling, bestaan uit twee vlakke van ondersteuning, naamlik steun vir regime instellings en vir die politieke akteurs. Vir hierdie studie is die modelle en vlakke van ondersteuning ge-evalueer met spesifieke verwysing na die ondersteuners van die ANC - die regerende party. Vir ‟n vergelykingsbasis is hierdie ondersteuningspatrone met die nie-ANC ondersteuners soos dit voorkom in die World Values opnames van 1995 tot 2006 gebruik. Hierdie patrone is van kardinale belang omdat dit vir ons ‟n aanduiding gee of ondersteuning vir demokrasie ook die ondersteuning vir demokratiese reëls en norme behels. Die bevindinge dui op relatiewe hoër vlakke van ondersteuning vir die politieke gemeenskap, regime beginsels en regime werkverrigting onder ANC ondersteuners sowel as nie-ondersteuners as dit vergelyk word met vlakke van ondersteuning vir regime instellings en politieke akteurs. Dit beteken dat daar hoër vlakke van verspreide ondersteuning bestaan in vergelyking met spesifieke ondersteuning. Verder is bevind dat ANC ondersteuners hoër vlakke van verspreide sowel as spesifiek ondersteuning vir demokrasie vertoon in vergelyking met nie-ondersteuners van die ANC.
Natielse, Kouléga Julien. "Le Burkina Faso depuis 1991 : entre stabilite politique et illusionnisme démocratique". Phd thesis, Université Montesquieu - Bordeaux IV, 2013. http://tel.archives-ouvertes.fr/tel-00957659.
Pełny tekst źródłaValentin, Corine, i Emma Högberg. "Ledarskapets makt och anställdas commitment : - En fallstudie om maktens influens på upplevt commitment i en konsultverksamhet". Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-18870.
Pełny tekst źródłaPower and organisational commitment are two essential concepts regarding a corporation’s leadership and workforce. The core of leadership consists of the influence the leader has over the workforce and the concept of power is to work as a propellant regarding his or hers influence. It thus applies that the leader utilise the power to influence the workforce to work towards the organisation's goals. For the leader to achieve the above and at the same time strive to retain proficient labour it is vital that he or she can enable organisational commitment among the employees. The aim of the study is therefore to analyse how a leader within a consulting firm uses his or her power in order to generate organisational commitment. The study is intended to convey a deep and thorough understanding regarding its aim, therefore we applied a case study design with a qualitative research strategy and a deductive approach. Furthermore, the study intends to examine a specific case company from which the study's primary data has been obtained through interviews with the company’s employees, the company's president and the owner. To be able to present the reader with a deeper understanding regarding the study’s problem discussion a theoretical framework, which addresses the study's main concepts and describes other relevant concepts appropriate to the subject has been developed. We could not based on the study’s conclusions distinguish between which powerbase that benefits which form of organisational commitment. However, it is clear that the case company applies two forms of power bases, knowledge - and the positioning base of power which, in the selected case company collectively promotes three forms of commitment, affective, normative and calculating commitment. Since the case company’s employees are comprised by a majority of men, it would be interesting if further research investigated whether the above-mentioned power bases promotes other forms of commitment in a consultancy with a majority of women employed.
Meite, Youssouf. "Théorie générale du charisme et de la crise de succession en régime charismatique". Thesis, Lyon 3, 2012. http://www.theses.fr/2012LYO30076/document.
Pełny tekst źródłaThe purpose of this thesis deals with the charisma and the succession crisis in charismatic regime. With the help of theoretical elements drawn from Max Weber and his successors, we try to make an assessment, a summary of previous researches and those in progress, and propose our own understanding of charismatic power and the question of its usefulness. Indeed, although the concept of charisma is widely used and discussed by the theorists of power and leadership, it remains a major conundrum of social science, political and legal. So convinced of its relevance as a principle of legitimation of political power, we attempt to further explore some aspects neglected or insufficiently developed to provide an overview of the issue. The illustration of these great historical figures, the most significant, like Mussolini, Hitler, Khomeini, De Gaulle, Mao, Houphouët, and Nkrumah gives a glimpse of its virtues and its vices, thus highlighting the crises of succession in charismatic regime with their different solutions
Tost, Leigh Plunkett. "The psychology of legitimacy: Implications for organizational leadership and change". Diss., 2010. http://hdl.handle.net/10161/3038.
Pełny tekst źródłaThree distinct chapters explore the individual-level dynamics of legitimacy judgments and support for leaders and their initiatives. Chapter 1 develops a theoretical framework for understanding the content of legitimacy judgments and the process by which those judgments develop and change over time. Chapter 2 explores the role of group orientation in moderating the impact of instrumental, relational, and moral concerns in determining support for leaders. Chapter 3 explores the role of power in moderating leaders' assumptions about the types of behaviors that will elicit support for followers.
In Chapter 1, I build on institutional, social psychological, and sociological theory to develop a theoretical framework that specifies both the content underlying judgments of the legitimacy of social entities and a model of the process by which these judgments develop and change over time. With respect to the content of legitimacy judgments, I argue that individual-level judgments of the legitimacy of social entities are based on perceptions and beliefs about the entity that fall along three key dimensions: instrumental, relational, and moral. With respect to the process by which legitimacy judgments develop and change over time, I specify three modes of the legitimacy judgment process (evaluative, passive, and socialization), and I explain which of these modes is likely to predominate as individuals move through the stages of the legitimacy judgment process. The model specifies the circumstances under which the legitimacy of existing institutions is likely to be either challenged or bolstered. I conclude by discussing the implications of this framework for advancing a more detailed understanding of the micro-level dynamics of critical areas of inquiry in organizational studies.
In Chapter 2, I present a series of three studies demonstrating that individuals' intrinsic or extrinsic orientation toward their group moderates their responsiveness to different types of behaviors and appeals, such that individuals who have an intrinsic orientation (such as high identifiers and individuals who feel a high level of group belongingness) are more responsive to moral behaviors and appeals, while individuals with an extrinsic orientation (such as low identifiers and individuals who feel a low level of group belongingness) are more responsive to instrumental behaviors and appeals.
In Chapter 3, four studies demonstrate that subjective feelings of social power impact leaders' assumptions about the bases of their legitimacy with followers, which in turn impacts leaders' decisions about what types of leadership behaviors and tactics to engage. Study 1 demonstrates that leaders who feel a high level of power within their group or organization perceive support from followers as stemming primarily from their instrumental rather than relational behaviors, while leaders who feel a low level of power perceive that the support they receive from followers stems primarily from their relational rather than instrumental behaviors. Study 2 is a vignette study in which individuals primed with high power report greater expectations of support in response to decisions made on instrumental rather than relational bases, while individuals primed with low power report greater expectations of support in response to decisions made on relational rather than on instrumental bases. Study 3 replicates this interaction and shows that the effect is mediated by leaders' assumptions about the types of behaviors that followers prefer. Study 4 demonstrates that leaders primed with power are more likely to engage in instrumental behaviors in their attempts to persuade followers, while individuals primed with low power are more likely to engage in relational behaviors in their attempts to persuade followers. Theoretical and practical implications are discussed.
Chapter 4 describes a final study that integrates the findings from Chapters 2 and 3. Specifically, Chapter 4 demonstrates that there is a positive effect of leader power on support for the leader among low, but not high, identifying groups. The findings further indicate that this effect is mediated by followers' perceptions of the leader's instrumental behaviors. Implications, limitations, and future directions of the research are discussed.
Dissertation
Majczyk, Julita. "Wizerunek lidera w polskiej prasie biznesowej". Doctoral thesis, 2016.
Znajdź pełny tekst źródłaThis dissertation aims to reconstruct the ways of characterizing leaders in the Polish business press. The project explores categories and criteria, which are used to describe a person being perceived as a leader by media industries, and to identify hallmarks that affect leveraging leadership legitimacy.The study used principles of a classic grounded theory approach articulated by Barney Glaser. It focuses on capturing patterns of conduct among those involved in the social process (Glaser, 1978). The findings offer insights into the process of image building. Analysis of the collected empirical material in this way has allowed to extract the main categories of leader’s description, including features of a person recognized as a leader, activities in the organization conditioned by motives and internal needs as well as those reported from the outside. It concludes by highlighting the attitude of members of the environment toward the leader with respect to legitimacy.
Mohale, David Matheakuena. "Developmental local government as a catalyst or an impediment towards a South African developmental state". Thesis, 2017. http://hdl.handle.net/10500/26596.
Pełny tekst źródłaSouth African authorities formalised their goal to pursue a developmental state with the adoption of the National Development Plan (NDP) in 2012. It is clear from the reading of the NDP that the authorities are convinced that the developmental state approach is a cause for development. The declaration to construct a developmental state is interesting at best or bizarre at worst in that developmental states are often identified by assessing their (economic) performance over a period. They hardly sought out to intentionally build developmental states. The South African governance system has implications for a quest to construct a developmental state. Whereas the literature on East Asian countries tends to focus on the role of central governments in economic development, the South African governance places a huge emphasis on cooperative governance between the three spheres of government. To this end, the constitution spells out the specific developmental objectives that must be pursued by municipalities. This essentially means that the system of cooperative governance, and the extent of effectiveness of local government, will either catalyse or impede the realisation of South African developmental state. Developmental states are often distinguished from others by their structures, roles and outcomes. Their structures and roles are developmental and are a cause for soaring outcomes. This logic was employed to analyse the nature of structures and roles in eight (8) selected municipalities over a 15-year period and how these influenced the actual policy performance. Findings that emerged from over 30 interviews with high ranking officials in various institutions and the thorough analysis of a number of documents confirm that structures and roles in municipalities are far from being developmental. The study also found that informal factors have effectively ‘juniorised’ local government as a sphere of government despite the constitution emphasising the equality of all three spheres. In the final analysis, local government is incapacitated to carry out its developmental mandate. It is against this reality of incapacitation of local government that the study argues that the performance of local government, measured against its constitutional objectives, effectively impedes the realisation of a developmental state in South Africa.
Development Studies
D. Litt. et Phil. (Development Studies)