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Organizational types and leadership roles
Abstract
Certain managerial functions are necessary or of greater importance in certain organizations. The following relations between organization types and leadership roles are hypothesized: expert organizations and producers, bureaucratic organizations and administrators, group organizations and integrators, and task organizations and entrepreneurs. The analysis shows that striving for results and achieving goals (i.e. producer role) is a role requirement that appears in all types of organization, whereas integrating behavior was required as a secondary requirement, again in all four types of organization. It was also found that the union stewards overestimated their leaders' efficacy as administrators and entrepreneurs, whereas the leaders themselves overestimated their own efficacy as producers and integrators. The leader's length of service with the organization reduces the inclination towards the producer role, but is conducive to the role of administrator.
... On the conceptual level, Bass has chosen to use leadership as a broad term covering every managerial function, even though the model is presented as illustrating a mixture of functions across different dimensions. Among later role-contributions inspired by Bass and others this interesting -though in some sense problematic -progression still seems to be present (Egri 2000; Grendstad 1999; Skogstad 1999). While at the same time reflecting a recognition of the importance of general roles as a way of opening and varying the debate, there seems to be a common preference for including the buzzword of leadership as the overall phenomenon. ...
... Finally, others are in some sense 'leftovers', or at least difficult to place, indicating that a fourth or more dimensions is needed. Based on (Bass 1994; Grendstad 1999; Mintzberg 1973; Quinn 1988; Yukl 1981). The content of this outline is definitely reflected by the fact that Mintzberg and Yukl have made their contributions earlier than the assumed emergence of a change-centered dimension. ...
... In conjunction with the CPE model of Ekvall and Arvonen three of the functions can be associated with each other, whereas the bottom left-quadrant role seems to be missing in the CPE model. In a later study inspired by the four-quadrant structure of Quinn, four roles termed integrator, entrepreneur, administrator, and producer are related to different organization types (Grendstad 1999). Although this could not be fully confirmed in that study, Right now the exact placement of different roles is not the most important issue. ...
The goal of this paper is to revisit and analyze key contributions to the understanding of leadership and to discuss the relevance of maintaining a distinct line of demarcation between leadership and management. As a part of the discussion a role perspective that allows for additional and/or integrated leader dimensions, including a change-centered, will be outlined. Seemingly, a major challenge on the substantive level is the integration of soft and hard managerial functions, while the concepts used in presenting these should at least in transition be able to contain a distinction between hard, soft, and general practices. Hence a suggestion is made in the end that leadership as a broad concept should be investigated in the future, and various sub-types of leadership reflected by different roles should be used to clarify and concretize managerial functions in general. It is believed that such a convergence will be fruitful and constructive for a continuous development and practice of management at large.
... They noted the institutional environment in creating some unique features to the roles. Grendstad and Strand (1999) analysed the patterns of leadership roles of the administrator, entrepreneur, integrator and producer in different types of organisations. They found that there are no systemic relationships between organisation types and leadership roles. ...
... Adopting this view would mean that any role typology cannot be properly implemented in studying managing in nets in general (see e.g. Grendstad & Strand, 1999;Knight & Harland, 2005). However, a comparison of the role typology presented in this paper with existing ones, shows that perhaps this is not such a clear cut issue. ...
This paper examines the roles for managing in business nets. The roles are studied by applying an initial conceptual framework built on network management research and role theory. The study empirically grounds the framework by using the case of a new mobile service development net. The article answers the question of what are the managerial action-based roles for managing in business nets. The empirical data of the study consists of fifteen interviews and a seven-month participant observation in a net that created and piloted a new mobile service directed at the spectators of a sports team. As a result of this study, an empirically grounded typology of twelve roles for managing in nets is presented. The roles are related to the changes in the net, the service development over time, and to the interpretations of the behaviours by the other actors in the net. Moreover, the study shows how external actors to the net can influence it.
... According to Stephen (1998), leadership roles consist of 13 sub-dimensions which include: (1) coaching, (2) effective communication, (3) encouraging teamwork, (4) establishing high standards, (5) effective delegation, (6) rewarding performance, (7) developing and releasing employees, (8) building consensus, (9) supporting reasonable risk taking, (10) forecast thinking, (11) improving the organization, (12) managing diversity, and (13) overall effectiveness. Gunnar and Torodd (1999) also suggested that various leadership roles can be categorized into four main roles i.e. (a) producer, (b) administrator, (c) integrator and (d) entrepreneur. ...
More and more project teams are formed to achieve organizational objectives as organizations generally recognize the importance and benefits of project teams. One of the outcomes working in a project team is the proliferation of Team Shared Mental Models (TSMM). It is critical to examine the antecedents of TSMM which is the aim of this study as TSMM by itself can contribute to project team learning and others. However, it is unclear from literature whether both leadership roles and team building & participation can influence TSMM concurrently especially in a project setting study whereby there is resource and time constraint compare to normal work teams which are ongoing and operational in nature. This study has developed a research model underpinned on Cohen and Bailey's (1997) Team Effectiveness Framework to empirically analyze how leadership roles and team building & participation can predict TSMM. Based on 201 random sample responses from project managers in Malaysia, findings suggest that leadership roles can influence TSMM indirectly via team building & participation. Knowledge contribution of this study is that project managers should invest extra efforts in team building & participation as it is the main contributor to TSMM.
... Based on literature, there are numerous theories about leadership roles. These include theories proposed by Mintzberg (1973), Jessup (1990), Stephen (1998) and Gunnar and Torodd (1999). ...
Today, more and more project teams are formed to achieve organizational objectives
as organizations generally recognized the importance and benefits of project teams. However, there is a lack of studies on the team-related factors that influence project performance. This is especially true in a project setting where there are resources and time constraints compared to normal work teams which are more ongoing and operational in nature. This study developed a research model, underpinned on Cohen and Bailey’s (1997) Team Effectiveness Framework, to empirically analyze some of the team-related factors that were hypothesized to predict project performance. Results showed that a project manager’s leadership roles can influence team building & participation as well as team shared mental models. At the same time, team building and participation influence respective team shared mental models and project performance. Moreover, team shared mental models provide significant and direct influence over project performance. However, insignificant relationship between leadership roles and project
performance suggests that leadership roles alone cannot directly predict project performance.
... From literature, there are numerous theories about leadership roles (Mintzberg, 1973;Jessup, 1990;Stephen, 1998;Gunnar & Torodd, 1999). Nevertheless, Quinn's (1988) model is adopted in this study as its leadership roles are well-known, well-balanced (i.e. ...
... According to Stephen (1998), leadership roles consist of 13 sub-dimensions which include: (1) forecast thinking, (2) establishing high standards, (3) effective communication, (4) coaching, (5) encouraging teamwork, (6) effective delegation, (7) building consensus, (8) supporting reasonable risk taking, (9) rewarding performance, (10) developing and releasing employees, (11) managing diversity, (12) improving the organization; and (13) overall effectiveness. Gunnar and Torodd (1999) also suggested that various leadership roles can be categorized into four main roles i.e. (1) administrator, (2) producer, (3) integration; and (4) entrepreneur. However, Quinn (1988) model is selected and used in this study because its leadership roles are well-received, well-balanced (i.e. ...
Many organizations are using project teams to achieve their organizational goals because they believe the importance and benefits of project teams. Project managers are advised to learn and demonstrate the leadership roles as proposed by Quinn (1988) because these roles can improve the project team effectiveness. Moreover, it is important to select an experienced project manager leading an effective team at the same time negotiating for ample time to execute the project. The current study developed a research model underpinned on models related to Quinn (1988) leadership roles and Hoevemeyer (1993) five criteria of project team effectiveness as well as four demographic moderators i.e. project management experience, project team size, project duration and project value size. Based on a sample of 201 project managers, this empirical study had confirmed that a project manager's leadership roles are positively influencing project team effectiveness. At the same time, only project management experience and project duration are positively moderating the relationship between leadership roles and project team effectiveness. This study contributes to the existing literature of project management in Malaysia whereby longer the project duration as well as the more experience a project manager is, the relationship between his or her leadership roles and project team effectiveness will grow stronger.
... Walker and Walker (2011) agreed with Toor and Ofori (2008) and addressed the essential characteristics of 'authentic leadership' for different situations. In a study (Grendstad and Strand, 1999) it is found that diligence in achieving goal is the primary requirement of leadership role, whereas the integration of behaviour appeared as secondary role requirement, for all different types of organisations. Many authors believe that despite leadership being a critical determinant of team effectiveness and significant importance thrived in construction management, there is a lack of completed study and discontent on achievement on leadership development in AEC industry (Newton, 2008; Walker and Walker, 2011; Back and Macdonald, 2012). ...
... (1) coaching, (2) effective communication, (3) encouraging teamwork, (4) establishing high standards, (5) effective delegation, (6) rewarding performance, (7) developing and releasing employees, (8) building consensus, (9) supporting reasonable risk taking, (10) forecast thinking, (11) improving the organization, (12) managing diversity, and (13) overall effectiveness. Gunnar and Torodd (1999) also suggested that various leadership roles can be categorized into four main roles i.e. (a) producer, (b) administrator, (c) integrator and (d) entrepreneur. ...
Today, more and more project teams are formed to achieve organizational objectives as organizations generally recognized the importance and benefits of project teams. However, in order to ensure project teams perform effectively, project managers need to learn and exhibit some of the leadership roles proposed by Quinn (1988) as these roles can impact the project team effectiveness. The current study developed a research model underpinned on Cohen and Bailey (1997) team effectiveness framework, Quinn (1988) leadership roles and Hoevemeyer (1993) five criteria of project team effectiveness. Based on a sample of 201 project managers, an empirical study had confirmed that a project manager’s leadership roles like mentor, facilitator, innovator and coordinator are important in influencing four out of five criteria of project team effectiveness which include team mission, goal achievement, empowerment, open and honest communication.
... There have been many discussions in organizational literature about how organizations can be classified or what constitutes the basic dimensions for organizations (Grendstad & Strand, 1999;Katz & Kahn, 1966;Parsons, 1960). Parsons suggested four general types of organizations based on their primary goal or function (Parsons, 1960): (1) organizations with economic goals, (2) political goals, (3) integrative organizations, and (4) pattern-maintenance organizations. ...
Quantitative content analysis of 51 articles published in crisis communication literature in public relations indicates both a prevalent focus on image restoration or reputation management in the crisis responses analyzed in more than 18 years of research and a relative neglect of instructing and adjusting information in subsequent recommendations. This research makes insightful crisis response recommendations regarding consideration of organizational type involved in a crisis (government, corporation, or individual) and targeting active publics when selecting crisis responses.
In this study we aim to explain the patterns of leadership roles for team effectiveness in non economic organizations compared to economic organizations. For this purpose, we studied three successful organization types, i.e the amateur sports clubs (football, basketball), theater companies and, regional folk groups. Our basic hypothesis is that the relationship between the type of organization (specially teams) and the role of leadership is not random. Therefore, we believe that an empirical approach is necessary to test the assumptions about leadership and team effectiveness. Also these empirical results are supposed to lead to professional managers in economic organizations. First, we constructed thirteen key dimension variables for leadership behavior as follows: coaching, effective communication, encouraging teamwork, establishing high standards and getting results, effective delegation, rewarding performance, developing and releasing employees, building consensus, supporting reasonable risk-taking, forecast thinking, improving the organization, managing diversity, and overall effectiveness. Second, we defined team standards and effectiveness in twenty items. And finally, we tried to emphasize factors affecting leadership roles and team effectiveness. In this study, Natemeyer and Babko (1992) Management Practices Survey data are used. Data reliability are tested before the analysis and results are discussed at the end of the study.
In this paper, leadership in a professional and complex organization is explored via a leadership model. The Swedish Health Care System is used as the context for the suggested Leadership profile model. The Leadership profile model contains eight leadership styles that characterize different aspects of leadership. A leadership profile dominated by the leadership styles the Captain, the Strategic leader and the Team Builder characterizes leadership in the studied organizations. The result is different in comparison with results from earlier studies in private organizations. The results also indicate uniformity in leadership in the health care in Sweden with small variations between individual leaders. The leadership profile is similar for different working places, leadership levels and gender. The subordinates’ assessment of their leaders indicates the same leadership profile shape; however, with a significant difference in magnitude. A leadership dominated by the leadership styles of The Captain, The Strategic Leader and the Team Builder, indicates an effective leadership.
In this study we aim to explain the patterns of leadership roles for team effectiveness in non profit organizations compared to economic organizations. For this purpose, we studied three successful organization types, i.e the amateur sports clubs (football, basketball), theater companies and, regional folk groups. Our basic hypothesis is that the relationship between the type of organization (specially teams) and the role of leadership is not random. Therefore, we believe that an empirical approach is necessary to test the assumptions about leadership and team effectiveness. Also these empirical results are supposed to lead to professional managers in economic organizations. First, we constructed thirteen key dimension variables for leadership behavior as follows: coaching, effective communication, encouraging teamwork, establishing high standards and getting results, effective delegation, rewarding performance, developing and releasing employees, building consensus, supporting reasonable risk- taking, forecast thinking, improving the organization, managing diversity, and overall effectiveness . Second, we defined team standards and effectiveness in twenty items. And finally, we tried to emphasize factors affecting leadership roles and team effectiveness. In this study, Natemeyer and Babko (1992) Management Practices Survey data are used. Data reliability are tested before the analysis and results are discussed at the end of the study.
xvii, 272 leaves : ill. (some col.) ; 30 cm. PolyU Library Call No.: [THS] LG51 .H577P BRE 2005 Chan Professionalism is often considered as the extent to which skilled personnel are committed to their profession and their work, which is characterized by a set of attributes including a commitment to professional organisation and profession, and a strong belief in altruistic service, self-regulation and autonomy. Previous research suggested that professionalism among skilled personnel served as a form of resistance and control for coping with the leadership behaviour of their leaders. It was revealed that professionalism, as possessed by professional subordinates, would reduce their need for dependence on task-related information and reduce the effects of leadership from their leaders. In fact, professionalism is considered one of the key-determining factors prevailing in leadership research of professionals working in organizations. In this regard, it is particularly relevant and significant to have a thorough understanding of how subordinates' professionalism influences their work outcomes under different leadership styles. The purpose of this study is to empirically analyse professionalism as a moderating variable in the leader-subordinate relationship. Specifically, it explores the effects of subordinates' professionalism on the relationships between transformational, transactional and laissez-faire leadership styles, and subordinates' work outcomes in the construction industry. A conceptual model is constructed to explain the hypothesized relationships. The main objectives of this study are: - to investigate the level of professionalism among professional subordinates. - to examine the leadership styles of building professional leaders as perceived by their professional subordinates. - to examine the relationships between leadership styles and subordinates' work outcomes. - to analyse the moderating effects of subordinates' professionalism on the relationships between leadership styles and subordinates' work outcomes (subordinates' extra effort, leader effectiveness perceived by subordinates, and subordinates' satisfaction with leaders). A cross-section of 510 qualified building professionals, stratified by professional affiliation (architects, structural engineers and surveyors) and countries (Australia, Hong Kong, Singapore, and the United Kingdom), was drawn to explicate the identified issues from a cross-national perspective. Questionnaire survey through electronic mails was adopted as the primary instrument of data collection. This study is based on two main hypotheses: (1) Leadership styles (transformational, transactional and laissez-faire) are significantly correlated with subordinates' work outcomes (subordinates' extra effort, perceived leader effectiveness and satisfaction with leaders). (2) Subordinates' professionalism has a significant moderating effect on the relationships between leadership styles and subordinates' work outcomes. The findings of this study support the proposition that transformational and transactional leadership are in general positively correlated with subordinates' work outcomes while laissez-faire leadership showed negative effects. The results further support that transformational leadership can augment transactional leadership to produce more effective subordinates' work outcomes. The results of moderated regression analyses suggest that subordinates' professionalism has different moderating effects dependent upon the type of leadership styles and the type of subordinates' work outcomes. The results of this study reveal that high levels of professionalism among subordinates serve to enhance the positive relationships between transformational leadership and subordinates' work outcomes. However, these same high levels of professionalism will differently neutralise or exacerbate the impact of transactional leadership on subordinates' work outcomes. They will also exacerbate the negative relationships between laissez-faire leadership and subordinates' work outcomes. All in all, the findings of this study suggest that appropriate use of leadership styles for the management of professionals in organisations can lead to more effective work outcomes in subordinates. Taken together, transformational leadership is more compatible with and conducive to a professional culture in organisations in the built environment than either transactional or laissez-faire leadership. Ph.D., Dept. of Building and Real Estate, The Hong Kong Polytechnic University, 2005.
Green parties have been seen by some scholars as expressing a new cleavage that should give them the same sort of permanence as was once enjoyed by traditional cleavage-based parties, but other scholars suggest that support for Green parties will prove more ephemeral if Green issues are eventually taken up by older parties. In this article, we study the prospects for Green party durability from several perspectives using data from the 1989 European Election Study. We conclude that while Green parties are unlikely to demonstrate extreme volatility, neither do they have any guarantee of long-term support. In reaching this conclusion, we assess postmaterialist and other theoretical perspectives on Green voting, none of which account satisfactorily for observed phenomena. The ubiquitous importance of environmental concern, however, suggests the possibility of an ecological cleavage underlying the support for Green parties.
This paper reports a replication of Mintzberg (McCall M. W., Jr. A. M. Morrison, R. L. Hannan. 1978. Studies of managerial work: results and methods. Technical Report #9, Center for Creative Leadership.). Structured observation with supplemental unstructured interviewing was used to study four top managers for one week each. Mintzberg's field study was supported by our replication in all important dimensions. Explanations for similarities and differences between organizations and industries are briefly discussed.
List of Tables. List of Figures. Acknowledgements. Series Editor's Introduction. Part I: Leadership and Information Processing. Part II: Perceptual and Social Processes. Part III: Leadership and Organizational Performance. Part IV: Satbility, Change, and Information Processing. Bibliography. About the Authors. Index.
The theory has been advanced that size and diversification jointly interact to determine divisionalisation. The present paper finds cross-sectional evidence in support of a version of such a model. However, diachronic analysis reveals that much of the apparent effect of size is spurious. The model is not supported in an empirical test. In view of other recent investigations of the size-divisionalisation thesis, the conclusion is drawn that the validity of theories of this type is open to question. The paper demonstrates the importance of using diachronic methods to study organizational development.
The book offers a full range of practical guidelines, charts, and self-assessment exercises designed to help business leaders overcome blocks to high performance and develop the skills needed to prosper in today's business environment. These tools will help managers understand and balance the polarities that are part of every organization; develop a more comprehensive, flexible logic for coping with unfamiliar problems and demands; learn to see problems from a variety of perspectives; make reliable business decisions that successfully integrate conflicting priorities; and chart a course for self-improvement that will lead to mastery of management. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Sumario: Historical setting -- Du Pont: creating the autonomous divisions -- General Motors: creating the general office -- Standard oil company (New Jersey): ad hoc reorganization -- Sears, Roebuck and company: decentralization, planned and unplanned -- Organizational innovation: a comparative analysis -- The spread of the multidivisional structure -- Conclusion: chapters in the history of the great industrial entreprise.
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