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  • 1
    Electronic Resource
    Electronic Resource
    Leading and managing: it takes two to tango (2005)
    Bingley : Emerald
    Management decision 43 (2005), S. 1010-1017 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - To create a starting point for defining the processes of leading and managing in a way that enables both the separation and distinction of the concepts for study as well as the integration of the concepts for practical application. Design/methodology/approach - The paper draws on research that describes specific behaviors involved in leading and in managing; and it proposed a model that might be used to think about the integration of the two processes - leading and managing. The paper further describes the specific competencies involved in both leading and in managing. Findings - The paper suggests that the current literature is particularly confusing as a result of the lack of agreement and specificity regarding the nature of the processes of leading and managing. The literature suffers from a proliferation of "spin off" forms of leadership - such as strategic leadership, entrepreneurial leadership, etc. - as well as from using the two terms as replacements for each other. Originality/value - This discussion should further the research on the study of leadership competencies and leadership behaviors. It should also prove useful to those wishing to develop leadership development programs, leadership selection criteria, and more.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740510610008
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    Four factors of transformational leadership behavior (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 221-229 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Leadership behaviors, as described by several authors, were factor analyzed. This resulted in four different types of behaviors demonstrated by leaders who were rated by their "followers". The four types of behaviors are reviewed and discussed in light of the factor analysis study. Importantly, the four factors seem to bear only little relationship to previous studies. It is suggested that previous works focused on factors related to managing and not leading, while the factors under discussion here are more related to the dynamic of leading. Additionally, the lack of correspondence may be due, in part, to definition problems and a lack of clarity of terms. An attempt is made to sort out the confusion.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730110396366
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  • 3
    Electronic Resource
    Electronic Resource
    The structural factors that affect classroom team performance (2003)
    Bingley : Emerald
    Team performance management 9 (2003), S. 161-166 
    Details
    ISSN: 1352-7592
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study was an attempt to identify, through structural equation modeling, the factors that may be involved in the performance of classroom teams. Confirmatory factor analysis was used to study Katzenbach and Smith's model of "high performing teams". While it is often difficult for classroom leaders - professors, instructors, etc. - to intervene on an ongoing basis in the process and interpersonal dimensions of classroom or project teams, it may be possible for them to make structural or programmatic interventions that positively affect all teams in their classes. This study attempted to identify those structural factors using Katzenbach and Smith's model as a basis. Four such factors were identified. The implications of these factors on classroom leaders' methods are discussed. The study, however, leaves several questions unanswered. These are described and the implications for further research are enumerated.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13527590310507408
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