Leadership of organizational change : antecedents and implications /
Within the last fifteen years, several paradigms of
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| Format: | Thesis Book |
| Language: | English |
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[Place of publication not identified] :
[publisher not identified] ;
1997.
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| Subjects: | |
| Online Access: | http://proxy.library.tamu.edu/login?url=http://proquest.umi.com/pqdweb?did=739842081&sid=1&Fmt=2&clientId=2945&RQT=309&VName=PQD |
| Summary: | Within the last fifteen years, several paradigms of organizational change leadership have been advanced. Despite these recent developments, fundamental questions regarding individual differences in such leaders remain. Three prominent issues of change leadership were addressed in this study. First, research on antecedents to change leadership has not kept pace with the rate of theory development. One objective of this study was to undertake a much more comprehensive investigation of such antecedents, examining neglected but important constructs in the process. Second, previous theories have suggested that senior managers differ in several respects. However, the nature of such differences in top managers is still an open question. This study's second objective was to resolve theoretical questions regarding how senior managers differ. Finally, because of the use of aggregation techniques, previous research in Human Resources has masked and misidentified differences in job performance and trainability that can be attributed to change leaders. This study's third objective was to investigate whether antecedents associated with change leadership have implications for Human Resources research. The results of this study suggest that Extraversion is the sole factor of the five-factor model of personality by which transformational leaders' behaviors can be predicted. In addition, they suggest that the intuitive processes of change leaders are very important. In this study, intuition mediated the influence of extraversion, general cognitive ability, and training on transformational leadership. The results also suggest that the broader rather than narrower personality factors may be more important for predicting change leadership in senior managers. In addition, the results support the notion that intuition plays a large role in the information processing of senior managers. Despite claims to the contrary, these leaders do appear to benefit from training via intuitive processes. The results also suggest that Human Resource researchers need to reconsider the personnel selection implications of previous meta- analyses. The results contradict the popular validity generalization hypothesis and identify flaws in previous meta-analyses that relate the five-factor model to job performance. Finally, they suggest that a neglected antecedent, intuition, may play a significant role in the training of certain employees (change leaders). |
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| Item Description: | Vita. "Major Subject: Management". |
| Physical Description: | xiii, 220 leaves : illustrations ; 28 cm. Issued also on microfiche from University Microfilms Inc. |
| Bibliography: | Includes bibliographical references: pages 142-160. |