Exploring Distance in Leader-Follower Relationships When Near is Far and Far is Near Leadership: Research and Practice Series
Coordonnateurs : Bligh Michelle C., Riggio Ronald E.
Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader?follower relations. The book tackles the impact of distance ? physical, interpersonal and social ? on our organizations, governments and societies.
Bligh, Riggio, Introduction to Exploring Distance in Leader-Follower Relationships: When Near is Far and Far is Near. Part I: Foundations and Definitions of Distance. Lisk, Lewandowski, Foundation of Distance. Shamir, Notes on Distance and Leadership. Part 2: The Impact of Distance on Leader-Follower Relations. Kahai, Leading in a Digital Age: What's Different, Issues Raised, And What We Know. Reichard, Serrano, Wefald, Engaging Followers At a Distance: Leadership Approaches That Work. Schyns, The Role of Distance in Leader-Member Exchange (LMX). Antonakis, Jacquart, The Far Side of Leadership: Rather Difficult to Face. Part 3: Moving Forward Emerging Concepts and Extensions of Leader-Follower Distance.Eagly, Women as Leaders: Paths Through the Labyrinth.Rast, Gaffney, Hogg, The Tyranny of Normative Distance: A Social Identity Account of the Exercise of Power by Remote Leaders. Razin, Kark, The Apple Does Not Fall Far From the Tree: Steve Jobs's Leadership as Simultaneously Distant and Close. Hollander, American Presidential Leadership: Leader Credit, Follower Inclusion, and Obama's Turn.
Date de parution : 05-2017
15.2x22.9 cm
Date de parution : 08-2012
Ouvrage de 240 p.
15.2x22.9 cm
Thèmes d’Exploring Distance in Leader-Follower Relationships :
Mots-clés :
distant; transformational; leadership; virtual; team; transactional; social; identity; theory; close; Distant Leaders; Uncertainty Identity Theory; Leader Member Exchange Theory; Leader Follower Relationships; Distant Entities; Leader Member Exchange; Normative Group Position; Non-prototypical Leaders; Leader Follower Relations; Negatively Related; Intergroup Leadership; LMX Relationship; Employee Engagement; Transformational Leadership; Distant Situations; Group’s Prototype; Prototypical Leaders; Demarcation Lines; Demarcation; Virtual Teams; Dyadic LMX; Low Interaction Frequency; Female Ceo; Quality LMX Relationship; Individuating Information