- Title
- Power struggle
- Creator
- Jogulu, Uma; Wood, Glenice
- Date
- 2007
- Type
- Text; Journal article
- Identifier
- http://researchonline.federation.edu.au/vital/access/HandleResolver/1959.17/44664
- Identifier
- vital:453
- Identifier
-
https://doi.org/10.1049/em:20070306
- Identifier
- ISSN:0960-7919
- Abstract
- A wide range of studies have been conducted to understand the concept of leadership through an analysis of characteristics and behaviors. Contemporary leadership research highlights two prominent styles of leadership that are widely exhibited by managers in organizations that are known as transactional and transformational leadership. The transactional leadership style is defined as the transaction between leaders and followers who are rewarded or disciplined based on work performance and this style of leadership depends upon the power of the leader to reinforce work standards to ensure successful completion of tasks by staff. The transformational leadership involves establishment of the leader as the role model by gaining the trust and confidence of the followers and these leaders develop their staff by empowering and instructing them to excel beyond the organizational vision and creating awareness of the direction that the followers should be heading.; C1
- Publisher
- Institution of Engineering and Technology
- Relation
- IET Engineering Management Vol. 17, no. 3 (2007), p. 36-37
- Rights
- Copyright Institution of Engineering and Technology
- Rights
- This metadata is freely available under a CCO license
- Subject
- 0913 Mechanical Engineering; Personnel; Societies and institutions; Transformational leadership; Work performance; Industrial management
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