Effects of Performance on Leadership, Cohesiveness, Influence, Satisfaction, and Subsequent Performance (Classic Reprint) - Softcover

George F. Farris

Softcover

ISBN 10: 1332259073 ISBN 13: 9781332259076

Publisher: Forgotten Books, 2018

Synopsis

Excerpt from Effects of Performance on Leadership, Cohesiveness, Influence, Satisfaction, and Subsequent Performance

Gurin, and Floor; 1951: Katz, Maccoby, and Morse; 1950; or Likert; 1961; and from a few experiments. In one experiment, Jackson (1953) found that when supervisors of work groups were transferred to other groups, the new subordinates perceived them in substantially the same manner as the original group. Apparently the supervisors maintained their style of leadership regardless of characteristics of the group being supervised. In another study, Day and Hamblin (1964) reported that feelings of aggression and the productivity of undergraduate women in a laboratory group varied according to two dimensions of leadership: close versus general and punitive versus non-punitive.

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Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com

This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.

About this title

Product Description

Excerpt from Effects of Performance on Leadership, Cohesiveness, Influence, Satisfaction, and Subsequent Performance 200 management students role-played the "Change of Work Procedure" case in a study designed to determine ways in which performance affects leader behavior. Through changes in the foreman's roles, groups were assigned to a High Performance, Low Performance, or Control condition. High past performance was found to increase leader supportiveness, interaction facilitation, goal emphasis, and work facilitation behaviors, as well as member influence, group cohesiveness, and satisfaction. Thus, theories of leadership should consider performance as a cause as well as an effect of leader behavior. About the Publisher Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.

Edition details

• Publisher: Forgotten Books
• Publication date: 2018
• Language: English
• ISBN 10: 1332259073
• ISBN 13: 9781332259076
• Binding: Paperback
• Number of pages: 57