Job-Centred Leadership
Leadership is the cornerstone of building high-performance organisations. You will learn the strengths and drawbacks of this style and useful case examples from across different sectors highlights the importance of leadership and why a job-centred leadership style may be appropriate in certain situations.
Technique Overview
Job-Centred Leadership Definition
Job-centred leaders "closely supervise subordinates to make sure they perform their tasks following the specified procedures. This type of leader relies on reward, punishment, and legitimate power to influence the behaviour of followers". It was proposed by Renis Likert and his research team at the University of Michigan. They contrasted it with employee-centred leadership style which corresponds with transformational leadership style (rather than transactional style) (Lee, 1999).
Job-Centred Leadership Description *
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Business Evidence
Strengths, weaknesses and examples of Job-Centred Leadership *
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Business Application
Implementation, success factors and measures of Job-Centred Leadership *
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Professional Tools
Job-Centred Leadership videos and downloads *
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Further Reading
Job-Centred Leadership web and print resources *
Job-Centred Leadership references (4 of up to 20) *
- Bass, B. (1997). Does the transactional-transformational leadership paradigm transcend organizational and National Boundaries. American Psychologist, Vol.52 (2) pp.130-139.
- Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, Vol.18 (3) pp. 19-31
- Blau, P. M., and Scott, W.R. (1962) Formal organizations: A comparative approach. San Francisco, CA: Chandler Publishing Company.
- Boatwright K.J. & Forrest, L. (2000) Leadership Preferences: The Influence of Gender and Needs for Connection on Workers' Ideal Preferences for Leadership Behaviors. Journal of Leadership & Organizational Studies. Vol. 7 (2) pp.18-34.
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