Managing for the common good: Prosocial leadership.
ABSTRACT Leadership is a pervasive, public construct. Leadership, for practical and theoretical description, is systematic, purposeful influence. Leadership theories have focused on what leaders are like (personality or trait-based approaches), what leaders say(charismatic), what leaders do (style-based), and when leaders do it (contingency theories). While the implicit, accompanying message to any leadership theory is that the leader needs to produce results, less has been studied or written concerning the leader's specific, articulated and accepted aspirations and the social value or valence of these aspirations. More important, what and whose results matter most in the analysis? Should the results please the leader or his or her followers? The public or the leader's organization? While we have developed a cult of leadership, we have also developed leadership models that can be used to produce and to explain leadership's banal or evil side. We offer approaches to leadership that can lead us to hell. Leadership entails risk, change and accountability. A person engaging in systematic, purposeful influence behavior must be willing to accept accountability for his or her decisions and actions. A good leader places the concerns of followers and customers ahead of the leader's own interests. A good leader is prosocial. This article looks at prosocial leadership across organizations. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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ABSTRACT: Purpose – The purpose of this paper is to investigate the relationship between supervisors' conflict strategies and subordinates' affective commitment and absenteeism. Design/methodology/approach – To test the hypotheses, the authors conducted a survey of 173 higher educated employees in consulting and staff functions. They measured supervisory conflict management by asking subordinates to rate the conflict strategy of their superior. For the measurement of absenteeism the officially recorded sick leave figures of days per year were used. Findings – The results show a pure mediating effect of commitment in the relationship between supervisory integration strategy and absenteeism. The non-confrontation strategy is negatively related to commitment, but neither directly nor indirectly related to absenteeism. There is no direct or indirect (through commitment) relationship between the supervisory controlling strategy and absenteeism. Practical implications – Suggestions for absence management and management development are offered. Originality/value – The work advances the thinking on supervisory cooperative and competitive behavior and the operating mechanisms between this behavior and employee work attitudes and behavior.Journal of Managerial Psychology 07/2010; 25(5):479-494. · 1.25 Impact Factor
- Annual Review of High Performance Coaching and Consulting. 01/2009;
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ABSTRACT: This paper is a review of conflict management styles and conflict resolution from the managers and supervisors' point of view. Conflict is an inevitable fact for any organization. Leaders should understand and apply various conflict management techniques and conflict resolution styles in order to form strong relationships with subordinates. Conflict is a situation when two or more parties are in disagreement. Unresolved conflict can negatively impact the success of an organization. So, leaders must learn how to address and manage conflict depending on the situation and the party involved. While the internet has increased organizational performance, it has also added new types of conflict. Workplace conflicts may result in absenteeism and affect employee loyalty.Business & Entrepreneurship Journal. 01/2012; 1:141-155.