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

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

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Examples of Job-Centred Leadership *

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Business Application

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Success Factors of Job-Centred Leadership *

Measures of Job-Centred Leadership *

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Professional Tools

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Further Reading

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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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