http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
xiii, 220 leaves : illustrations ; 28 cm.
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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Includes bibliographical references: pages 142-160.