Within a century after the emergence of the initial theories in leadership area, several theories have tried to explain the different styles of leadership and the extent to which leaders’ styles can affect the overall success of the teams or the organizations being led by them. Regardless of the different ways in which these theories explain and address the styles of leadership, two concepts of ‘task’ and ‘individual’ are focused by most of them. Leaders, depending on their personal traits, attitudes, and situational considerations may show different levels of concern for tasks and individuals. Also, the environment in which a leader operates may affect the leader’s concern for tasks or individuals. Project environments, regarding the temporary nature of project-based activities, basically differ from operational environments in several aspects. Consequently, leadership in project environments may require a different style in comparison with operational environments. The current study has applied ‘concern for tasks’ and ‘concern for individuals’ as two dependent variables to make a comparison between project managers and operations managers based on the style of leadership. An online survey in a global context helped us to collect data from 159 project managers and 171 operations managers. The respondents were from different countries and various disciplines. The collected data were analyzed in SPSS using ‘independent sample t-test’. The results of the analysis revealed that project managers in general show a balanced concern for tasks and individuals, whereas operations managers have a high concern for tasks and a lower concern for individuals.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
The document discusses the history of leadership theories from classical management theories that viewed humans as machines to more modern theories like transformational leadership that focus on empowering employees and mutual decision making. It outlines theories like McGregor's X and Y factors, contingency theory, transactional theory, and transformational theory that shifted focus to employee satisfaction, motivation, and productivity. The document argues that more recent theories like servant leadership that prioritize followers are more effective approaches to leadership.
The document discusses theories of leader behaviors from early research to contemporary theories. It outlines that early research focused on identifying leader traits but found no single trait predicts effectiveness. Ohio State and University of Michigan studies in the 1950s identified two major leader behavior types - consideration/people-oriented versus initiating structure/task-oriented, and employee orientation versus production orientation. Contemporary theories recognize that effective leadership incorporates both behaviors and that the most effective style depends on the situation.
Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
This document outlines organizational behavior and defines key concepts. It begins by defining organizational behavior as understanding, predicting, and managing human behavior in organizations. It then discusses the origins of organizational behavior in the works of Taylor, Fayol, Mayo, and Drucker. Three theoretical frameworks are introduced: cognitive framework, behavioristic framework, and social cognitive framework. The importance of organizational behavior is also noted as improving skills, motivating employees, understanding human nature, and increasing efficiency and effectiveness.
Organizational behavior is the study of how individuals and groups act within organizations and how organizations manage their environments. The document discusses key concepts in OB including:
1. OB draws from psychology, sociology, social psychology, and anthropology to study individuals, groups, and organizational systems.
2. Effective management requires skills in planning, organizing, leading, and controlling organizations to achieve goals efficiently and effectively.
3. Managers at different levels (top, middle, frontline) perform varying roles and responsibilities.
4. Understanding OB allows organizations to gain competitive advantages through low costs, high quality, speed, and innovation.
The document summarizes several major behavioral theories of leadership from research studies conducted in the mid-20th century. The University of Iowa studies explored autocratic, democratic, and laissez-faire leadership styles and found democratic leaders tended to achieve higher performance and satisfaction. The Ohio State studies identified two leader behaviors: initiating structure and consideration. The University of Michigan studies also identified two dimensions: employee-oriented and production-oriented styles. Finally, the Managerial Grid model placed leaders in categories based on concern for production and people. However, the theories provided mixed or incomplete results about the most effective leadership styles.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
The document discusses the history of leadership theories from classical management theories that viewed humans as machines to more modern theories like transformational leadership that focus on empowering employees and mutual decision making. It outlines theories like McGregor's X and Y factors, contingency theory, transactional theory, and transformational theory that shifted focus to employee satisfaction, motivation, and productivity. The document argues that more recent theories like servant leadership that prioritize followers are more effective approaches to leadership.
The document discusses theories of leader behaviors from early research to contemporary theories. It outlines that early research focused on identifying leader traits but found no single trait predicts effectiveness. Ohio State and University of Michigan studies in the 1950s identified two major leader behavior types - consideration/people-oriented versus initiating structure/task-oriented, and employee orientation versus production orientation. Contemporary theories recognize that effective leadership incorporates both behaviors and that the most effective style depends on the situation.
Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
This document outlines organizational behavior and defines key concepts. It begins by defining organizational behavior as understanding, predicting, and managing human behavior in organizations. It then discusses the origins of organizational behavior in the works of Taylor, Fayol, Mayo, and Drucker. Three theoretical frameworks are introduced: cognitive framework, behavioristic framework, and social cognitive framework. The importance of organizational behavior is also noted as improving skills, motivating employees, understanding human nature, and increasing efficiency and effectiveness.
Organizational behavior is the study of how individuals and groups act within organizations and how organizations manage their environments. The document discusses key concepts in OB including:
1. OB draws from psychology, sociology, social psychology, and anthropology to study individuals, groups, and organizational systems.
2. Effective management requires skills in planning, organizing, leading, and controlling organizations to achieve goals efficiently and effectively.
3. Managers at different levels (top, middle, frontline) perform varying roles and responsibilities.
4. Understanding OB allows organizations to gain competitive advantages through low costs, high quality, speed, and innovation.
The document summarizes several major behavioral theories of leadership from research studies conducted in the mid-20th century. The University of Iowa studies explored autocratic, democratic, and laissez-faire leadership styles and found democratic leaders tended to achieve higher performance and satisfaction. The Ohio State studies identified two leader behaviors: initiating structure and consideration. The University of Michigan studies also identified two dimensions: employee-oriented and production-oriented styles. Finally, the Managerial Grid model placed leaders in categories based on concern for production and people. However, the theories provided mixed or incomplete results about the most effective leadership styles.
The document discusses several concepts related to organizational behavior and management. It provides definitions and perspectives from various thinkers on scientific management, bureaucracy, and systems approach. Key points discussed include Taylor's principles of scientific management, Fayol's fourteen principles of management, Weber's ideal bureaucracy, and viewing an organization as an open system that interacts with its external environment.
The document summarizes several behavioral leadership theories from the 1940s-1950s. The Ohio State and University of Michigan studies identified two key leadership behaviors: consideration and initiating structure. Michigan researchers also identified two orientations that influence employee performance: employee orientation and production orientation. Additionally, the Managerial Grid theory presents five leadership styles that combine concern for production with concern for people, advocating for a 9,9 team leadership approach.
The document provides an overview of a seminar on leadership. It discusses different concepts of leadership including definitions, theories of leadership styles such as transactional vs transformational, and skills needed for effective leadership. Transactional leadership focuses on day-to-day management while transformational leadership inspires followers and enables change. Several leadership theories are examined, including trait, behavioral, situational, and various management theories. Characteristics of effective leadership are also outlined.
This document summarizes the historical development of organizational behavior from several influential thinkers. It discusses early contributions from Plato, Aristotle, Confucius, and Machiavelli and their ideas around leadership, society, and authority. It then covers later thinkers like Adam Smith and the benefits of division of labor. Max Weber's theories of authority and rationality are outlined. The document also summarizes Frederick Taylor's scientific management principles and Elton Mayo's Hawthorne studies. Douglas McGregor's Theory X and Theory Y are contrasted. The concept of human capital and recent OB models are briefly mentioned at the end.
Role conflict and role ambiguity in higher educationinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
O impacto da liderança transacional e transformacional sobre a cidadania org...Psicologia_2015
This document summarizes a research study that investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The study surveyed 213 workers who completed scales measuring leadership style and organizational citizenship. Regression analysis showed that transactional leadership positively predicted behaviors related to creating a favorable external climate, while transformational leadership positively predicted creative suggestions, external climate, self-training, and colleague cooperation. Transformational leadership had a greater predictive impact on organizational citizenship behaviors than transactional leadership. The conclusion was that transformational leaders are better able to motivate subordinates to engage in extra-role behaviors beyond their job requirements.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
This document discusses a study that examined the relationship between strategic leadership actions and success among university deans in Malaysia and the United States. The study found:
1) A survey instrument called the Strategic Leadership Questionnaire (SLQ) was found to reliably measure four strategic leadership action sets (transformational, managerial, ethical, political) and leader success.
2) Successful leaders were found to use a wider variety of strategic leadership actions than less successful leaders.
3) There were significant differences between the strategic leadership actions used by successful vs less successful deans in both Malaysian and American universities.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
This document discusses motivation and job satisfaction. It provides definitions of motivation, discusses Maslow's hierarchy of needs theory of motivation, and outlines different types of motivation including positive and negative motivation. The key points are:
1. Motivation is defined as the inner drive that prompts human behavior and continues it towards some goal. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs before moving on to higher level needs.
2. Maslow's hierarchy arranges needs into five categories from basic to advanced: physiological, safety, social, esteem, and self-actualization. The theory suggests people must satisfy lower level needs before pursuing higher level needs.
3. There are two
This document is a thesis submitted by Håvard Karlsen to the Norwegian University of Science and Technology in May 2016. The thesis investigates the relationship between the facets of extraversion and leadership behavior. Karlsen conducted a quantitative survey study with 234 leaders and their subordinates. Leaders completed a personality inventory and rated themselves on leadership dimensions, while subordinates also rated their leaders. The results showed that extraversion was related to change leadership at the domain level. However, at the facet level, only assertiveness, activity, and gregariousness explained this relationship, while other facets loaded on different dimensions. Further analyses found assertiveness positively related to change and production leadership as rated by subordinates, while excitement seeking was negatively related to self-rated
This document provides an overview of organizational behaviour and its importance. It defines organizational behaviour as the study of human behaviour in organizational settings, drawing from fields like psychology, sociology, and anthropology. It discusses how organizational behaviour examines behaviour at the individual, group, and organizational levels. The document also outlines four key elements that make up organizations: people, formal structure, technology, and the external social system. Finally, it discusses three important reasons for studying organizational behaviour: to understand human behaviour, help organizations adapt to change, and help managers control and direct behaviour to achieve goals.
This document is an introductory chapter to a textbook about organizational behavior. It begins by defining organizational behavior and tracing its historical roots from scientific management in the early 1900s to the emergence of the field as an independent area of study. The chapter provides an overview of the key concepts to be covered in the textbook, including examining human behavior in organizations, the interface between individuals and organizations, and organizations themselves. It emphasizes that understanding all three of these interconnected areas is necessary to fully comprehend organizational behavior.
This document provides an overview of organisational behaviour. It discusses how OB seeks to understand individual, group, and organisational behaviour using scientific methods. Key topics covered include early management theories from Adam Smith to Frederick Taylor's scientific management. It also summarizes research from the Hawthorne studies and classical organisation theorists like Fayol, Weber, and Barnard. The document traces the development of OB from its classical roots to modern behavioural and contingency perspectives, noting changing challenges with globalization, diversity, and new forms of work and organization.
Organizational behaviour is a field of study that draws from multiple disciplines including psychology, sociology, anthropology, and political science. Psychology contributes the scientific study of human mental functions and behaviors. Sociology studies society and social relationships. Social psychology examines relationships between individuals and groups. Anthropology studies human societies and activities. Political science analyzes individual and group behaviors within political systems. Together these disciplines help organizational behavior understand topics like motivation, leadership, job satisfaction, and group dynamics within companies.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
Organizational behaviour lession 1 development of obKnight1040
This document provides an overview of organizational behavior, including:
1. Definitions of organizational behavior from various sources that refer to human behavior in organizations.
2. A brief history of foundations of organizational behavior including scientific management, bureaucracy, and the human relations movement.
3. Reasons to study organizational behavior including gaining competencies to be an effective employee or manager and understanding what is happening in one's job.
4. Issues in organizational behavior related to diversity, technology, ethics, and globalization.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study aimed to investigate the relationship between leadership style and followers' performance in bottle water companies in Port Harcourt, Nigeria. It identified democratic, autocratic, participative, and transactional leadership styles as the independent variables, and followers' performance as the dependent variable.
A questionnaire was distributed to 100 employees across several bottle water companies, with a response rate of 90%. The results found that democratic leadership had a mean range of 3.04-3.34 and was agreed to have a high impact on followers' performance. Autocratic leadership obtained a mean range of 3.20-3.50 and was also agreed to highly impact performance. Overall, the study concluded that leadership styles positively impact followers, but each style
This document discusses organization structure and its importance. It defines organization structure as the formal relationships and lines of communication within a group. An appropriate structure facilitates coordination and motivation by dividing work into jobs and departments, establishing authority relationships, and allocating resources. The key types of organization structures discussed are formal line, functional, divisional, and matrix structures. Factors like the organization's goals, environment and resources affect its choice of structure. Maintaining an organization structure allows for better control, coordination of departments, assigning responsibilities, and achieving goals efficiently.
This document provides an overview of the syllabus for a course on organizational behaviour. The syllabus covers topics like individual behaviour, group dynamics, leadership, stress management, power and politics, organizational design, culture and change. It includes 6 units that will be covered: introduction to OB, individual behavior, group dynamics, leadership styles, stress management, and power and politics. Additional topics to be covered include organizational design, culture, effectiveness, and change. Reference books are also provided.
A Novel Approach for Examination of Visually Challenged Candidates by E-Evalu...IOSR Journals
ABSTRACT : The evaluation of physically challenged is always a challenging task as any evaluation of them
is compared with that of normal candidates. The case of visually challenged is still more difficult as vision is a
nunerouno sensor in the field of study and knowledge enhancement and evaluation of them on par with other
candidate is very difficult. The aim of this paper is to present an approach for E-evaluation model for the
visually challenged students/candidates for the screening tests conducted by the different examination
authorities. The major attempt is made to use the personal computer and avoid the use of a scriber by the
candidate so that candidate can take the exam independently. A portion of the PC keyboard is slightly modified
in its software functionality to help them in undergoing the test. Also described is the functioning of this model
of E-Evaluation and its relative advantages.
Keywords: E-evaluation, PC keyboard, visually challenged candidate
Wireless Sensor Network Using Six Sigma Multi Hop RoutingIOSR Journals
The most significant problem in the design of wireless sensor networks is to coordinate the sensors
with dynamism into a wireless communication network and route sensed data to the base station. The energy
efficiency is the most important key point of the network routing designing. This paper presents the efficient
multi hop routing algorithm to extend the lifetime of sensor networks and focuses by employing six sigma
principles to obtain the Quality of Service. To attain QoS support, we have to find either a route to assure the
application requirements or offering network response to the application when the requirements cannot be met.
The document discusses several concepts related to organizational behavior and management. It provides definitions and perspectives from various thinkers on scientific management, bureaucracy, and systems approach. Key points discussed include Taylor's principles of scientific management, Fayol's fourteen principles of management, Weber's ideal bureaucracy, and viewing an organization as an open system that interacts with its external environment.
The document summarizes several behavioral leadership theories from the 1940s-1950s. The Ohio State and University of Michigan studies identified two key leadership behaviors: consideration and initiating structure. Michigan researchers also identified two orientations that influence employee performance: employee orientation and production orientation. Additionally, the Managerial Grid theory presents five leadership styles that combine concern for production with concern for people, advocating for a 9,9 team leadership approach.
The document provides an overview of a seminar on leadership. It discusses different concepts of leadership including definitions, theories of leadership styles such as transactional vs transformational, and skills needed for effective leadership. Transactional leadership focuses on day-to-day management while transformational leadership inspires followers and enables change. Several leadership theories are examined, including trait, behavioral, situational, and various management theories. Characteristics of effective leadership are also outlined.
This document summarizes the historical development of organizational behavior from several influential thinkers. It discusses early contributions from Plato, Aristotle, Confucius, and Machiavelli and their ideas around leadership, society, and authority. It then covers later thinkers like Adam Smith and the benefits of division of labor. Max Weber's theories of authority and rationality are outlined. The document also summarizes Frederick Taylor's scientific management principles and Elton Mayo's Hawthorne studies. Douglas McGregor's Theory X and Theory Y are contrasted. The concept of human capital and recent OB models are briefly mentioned at the end.
Role conflict and role ambiguity in higher educationinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
O impacto da liderança transacional e transformacional sobre a cidadania org...Psicologia_2015
This document summarizes a research study that investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The study surveyed 213 workers who completed scales measuring leadership style and organizational citizenship. Regression analysis showed that transactional leadership positively predicted behaviors related to creating a favorable external climate, while transformational leadership positively predicted creative suggestions, external climate, self-training, and colleague cooperation. Transformational leadership had a greater predictive impact on organizational citizenship behaviors than transactional leadership. The conclusion was that transformational leaders are better able to motivate subordinates to engage in extra-role behaviors beyond their job requirements.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
This document discusses a study that examined the relationship between strategic leadership actions and success among university deans in Malaysia and the United States. The study found:
1) A survey instrument called the Strategic Leadership Questionnaire (SLQ) was found to reliably measure four strategic leadership action sets (transformational, managerial, ethical, political) and leader success.
2) Successful leaders were found to use a wider variety of strategic leadership actions than less successful leaders.
3) There were significant differences between the strategic leadership actions used by successful vs less successful deans in both Malaysian and American universities.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
This document discusses motivation and job satisfaction. It provides definitions of motivation, discusses Maslow's hierarchy of needs theory of motivation, and outlines different types of motivation including positive and negative motivation. The key points are:
1. Motivation is defined as the inner drive that prompts human behavior and continues it towards some goal. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs before moving on to higher level needs.
2. Maslow's hierarchy arranges needs into five categories from basic to advanced: physiological, safety, social, esteem, and self-actualization. The theory suggests people must satisfy lower level needs before pursuing higher level needs.
3. There are two
This document is a thesis submitted by Håvard Karlsen to the Norwegian University of Science and Technology in May 2016. The thesis investigates the relationship between the facets of extraversion and leadership behavior. Karlsen conducted a quantitative survey study with 234 leaders and their subordinates. Leaders completed a personality inventory and rated themselves on leadership dimensions, while subordinates also rated their leaders. The results showed that extraversion was related to change leadership at the domain level. However, at the facet level, only assertiveness, activity, and gregariousness explained this relationship, while other facets loaded on different dimensions. Further analyses found assertiveness positively related to change and production leadership as rated by subordinates, while excitement seeking was negatively related to self-rated
This document provides an overview of organizational behaviour and its importance. It defines organizational behaviour as the study of human behaviour in organizational settings, drawing from fields like psychology, sociology, and anthropology. It discusses how organizational behaviour examines behaviour at the individual, group, and organizational levels. The document also outlines four key elements that make up organizations: people, formal structure, technology, and the external social system. Finally, it discusses three important reasons for studying organizational behaviour: to understand human behaviour, help organizations adapt to change, and help managers control and direct behaviour to achieve goals.
This document is an introductory chapter to a textbook about organizational behavior. It begins by defining organizational behavior and tracing its historical roots from scientific management in the early 1900s to the emergence of the field as an independent area of study. The chapter provides an overview of the key concepts to be covered in the textbook, including examining human behavior in organizations, the interface between individuals and organizations, and organizations themselves. It emphasizes that understanding all three of these interconnected areas is necessary to fully comprehend organizational behavior.
This document provides an overview of organisational behaviour. It discusses how OB seeks to understand individual, group, and organisational behaviour using scientific methods. Key topics covered include early management theories from Adam Smith to Frederick Taylor's scientific management. It also summarizes research from the Hawthorne studies and classical organisation theorists like Fayol, Weber, and Barnard. The document traces the development of OB from its classical roots to modern behavioural and contingency perspectives, noting changing challenges with globalization, diversity, and new forms of work and organization.
Organizational behaviour is a field of study that draws from multiple disciplines including psychology, sociology, anthropology, and political science. Psychology contributes the scientific study of human mental functions and behaviors. Sociology studies society and social relationships. Social psychology examines relationships between individuals and groups. Anthropology studies human societies and activities. Political science analyzes individual and group behaviors within political systems. Together these disciplines help organizational behavior understand topics like motivation, leadership, job satisfaction, and group dynamics within companies.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
Organizational behaviour lession 1 development of obKnight1040
This document provides an overview of organizational behavior, including:
1. Definitions of organizational behavior from various sources that refer to human behavior in organizations.
2. A brief history of foundations of organizational behavior including scientific management, bureaucracy, and the human relations movement.
3. Reasons to study organizational behavior including gaining competencies to be an effective employee or manager and understanding what is happening in one's job.
4. Issues in organizational behavior related to diversity, technology, ethics, and globalization.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study aimed to investigate the relationship between leadership style and followers' performance in bottle water companies in Port Harcourt, Nigeria. It identified democratic, autocratic, participative, and transactional leadership styles as the independent variables, and followers' performance as the dependent variable.
A questionnaire was distributed to 100 employees across several bottle water companies, with a response rate of 90%. The results found that democratic leadership had a mean range of 3.04-3.34 and was agreed to have a high impact on followers' performance. Autocratic leadership obtained a mean range of 3.20-3.50 and was also agreed to highly impact performance. Overall, the study concluded that leadership styles positively impact followers, but each style
This document discusses organization structure and its importance. It defines organization structure as the formal relationships and lines of communication within a group. An appropriate structure facilitates coordination and motivation by dividing work into jobs and departments, establishing authority relationships, and allocating resources. The key types of organization structures discussed are formal line, functional, divisional, and matrix structures. Factors like the organization's goals, environment and resources affect its choice of structure. Maintaining an organization structure allows for better control, coordination of departments, assigning responsibilities, and achieving goals efficiently.
This document provides an overview of the syllabus for a course on organizational behaviour. The syllabus covers topics like individual behaviour, group dynamics, leadership, stress management, power and politics, organizational design, culture and change. It includes 6 units that will be covered: introduction to OB, individual behavior, group dynamics, leadership styles, stress management, and power and politics. Additional topics to be covered include organizational design, culture, effectiveness, and change. Reference books are also provided.
A Novel Approach for Examination of Visually Challenged Candidates by E-Evalu...IOSR Journals
ABSTRACT : The evaluation of physically challenged is always a challenging task as any evaluation of them
is compared with that of normal candidates. The case of visually challenged is still more difficult as vision is a
nunerouno sensor in the field of study and knowledge enhancement and evaluation of them on par with other
candidate is very difficult. The aim of this paper is to present an approach for E-evaluation model for the
visually challenged students/candidates for the screening tests conducted by the different examination
authorities. The major attempt is made to use the personal computer and avoid the use of a scriber by the
candidate so that candidate can take the exam independently. A portion of the PC keyboard is slightly modified
in its software functionality to help them in undergoing the test. Also described is the functioning of this model
of E-Evaluation and its relative advantages.
Keywords: E-evaluation, PC keyboard, visually challenged candidate
Wireless Sensor Network Using Six Sigma Multi Hop RoutingIOSR Journals
The most significant problem in the design of wireless sensor networks is to coordinate the sensors
with dynamism into a wireless communication network and route sensed data to the base station. The energy
efficiency is the most important key point of the network routing designing. This paper presents the efficient
multi hop routing algorithm to extend the lifetime of sensor networks and focuses by employing six sigma
principles to obtain the Quality of Service. To attain QoS support, we have to find either a route to assure the
application requirements or offering network response to the application when the requirements cannot be met.
Implementation of Wireless Communication using Adaptive Beamforming of Smart ...IOSR Journals
Abstract : As the growing demand for mobile communications is constantly increasing, the need for better coverage, improved capacity, and higher transmission quality rises. Thus, a more efficient use of the radio spectrum is required. A smart antenna system is capable of efficiently utilizing the radio spectrum and is an effective solution to the present wireless system problems while achieving reliable and robust high-speed, high-data-rate transmission. Smart antenna technology offer significantly improved solution to reduce interference level and improve system capacity. Smart antenna technology attempts to address this problem via advanced signal processing technology called beamforming. Adaptive beamforming is used for enhancing a desired signal while suppressing noise and interference at the output of an array of sensors. , in this paper work, a robust adaptive beamforming algorithm using smart antenna base station system, is to investigated its performance in presence of multipath components and multiple users .The capability of smart antenna and adaptive antenna easily employable to cognitive radio and OFDM system. Keywords - Smart/adaptive antenna, beamforming, DSP, OFDM
All optical single module phase encoded half-adder and halfsubtractor exploit...IOSR Journals
Abstract: The development of all optical super fast arithmetic logic unit (ALU) is one of the most important
requirement for construction of super fast all optical processor. All optical half-adder and half-subtractor have
performed most of the essential functions of the arithmetic logic unit. Here in this paper the author has
proposed a scheme of single module for phase encoded simultaneous operation of half-addition and halfsubtraction
for the same input bits using four wave mixing (FWM) in semiconductor optical amplifier (SOA).
This type of single module for simultaneous operations using phase encoding based on the difference of phase
with the reference signal one through FWM in SOA will gives fast response to accomplish the demand of super
fast all optical processing.
Keywords - ALU, FWM, SOA, half-adder and half-subtractor.
Fraud Prevention, Mitigation and Management Practices In Nigerian FirmsIOSR Journals
This paper examined fraud prevention, mitigation and management practices. The respondents were 294 persons drawn from business owners, accountants, investors, bankers, and managers in Port Harcourt. The spearman’s rank order correlation coefficient statistical tool of the statistical package for social sciences (SPSS) was used to test the hypotheses. Results indicated that there is a significant relationship between internal control system and reduction in the manipulation of records; and there is a significant relationship between internal auditing and the prevention of assets defalcations.It was concluded that businesses operate in a risky environment where errors and irregularities which may result into fraud can occur. Fraud is an act of deception which is perpetrated by someone in authority for the illegal acquisition of the assets of an organization that he or she is entrusted to take care of. Thus, efficient and effective internal control system with adequate internal auditing should be provided to prevent, mitigate and manage all forms of fraudulent activities in organizations. In the lightof our findings from the study, we recommendedthat the management of firms should have mechanisms for theproper documentations of their assets, and that the management of organizations should provide mechanisms to safeguard all their physical assets.
Rehabilitation Process and Persons with Physical DysfunctionsIOSR Journals
Abstract: The main purpose of this study is to determine rehabilitation process and persons with physical
dysfunctions. To achieve the purpose of this study, three hypotheses were formulated. Ex-post facto research
design was adopted for the study. A sample of one hundred persons with disabilities was randomly selected for
the study. The selection was done through the simple random sampling technique. This was to give equal and
independent opportunity to all the respondents to be selected for the study. The questionnaire was the major
instrument used for data collection. The instrument was subjected to both face and content validation by expert
in measurement and evaluation. The reliability estimate of the instrument was established through the test-retest
reliability method Pearson product correlation analysis and independent t-test were employed were adopted to
test the hypotheses at .05 level of significance. The result of the analysis reveals that rehabilitation significantly
relates with persons with orthopedic and neurological impairments. The result also revealed that there is a
significant difference between male and female disabled persons in their perception of rehabilitation of persons
with other health impairments.
Keywords: Rehabilitation process, persons, physical, dysfunctions.
Automatic DNA Sequence Generation for Secured Effective Multi -Cloud StorageIOSR Journals
Abstract: The main target of this paper is to propose an algorithm to implement data hiding in DNA sequences
to increase the confidentiality and complexity by using software point of view in cloud computing environments.
By utilizing some interesting features of DNA sequences, the implementation of a data hiding is applied in
cloud. The algorithm which has been proposed here is based on binary coding and complementary pair rules.
Therefore, DNA reference sequence is chosen and a secret data M is hidden into it as well. As result of applying
some steps, M´´´ is come out to upload to cloud environments. The process of identifying and extracting the
original data M, hidden in DNA reference sequence begins once clients decide to use data. Furthermore,
security issues are demonstrated to inspect the complexity of the algorithm. In addition, providing better privacy
as well as ensure data availability, can be achieved by dividing the user’s data block into data pieces and
distributing them among the available SPs in such a way that no less than a threshold number of SPs can take
part in successful retrieval of the whole data block. In this paper, we propose a secured cost-effective multicloud
storage (SCMCS) model in cloud computing which holds an economical distribution of data among the
available SPs in the market, to provide customers with data availability as well as secure storage.
Keywords: DNA sequence; DNA base pairing rules; complementary rules; DNA binary coding; cloud service
provider.
A Review of BSS Based Digital Image Watermarking and Extraction MethodsIOSR Journals
Abstract :The field of Signal Processing has witnessed the strong emergence of a new technique, the Blind Signal Processing (BSP) which is based on sound theoretical foundation. An offshoot of the BSP is known as Blind Source Separation (BSS). This digital signal processing techniques have a wide and varied potential applications. The term blind is indicative of the fact that both the source signal and the mixing procedures are unknown. One of the more interesting applications of BSS is in field of image data security/authentication where digital watermarking is proposed. Watermarking is a promising technique to help protect data security and intellectual property rights. The plethora digital image watermarking methods are surveyed and discussed here with their features and limitations. Thus literature survey is presented in two major categories-Digital image watermarking methods and BSS based techniques in digital image watermarking and extraction. Keywords – BSP, BSS, Mixing Coefficient, Digital Image Watermarking, Watermark Extraction.
Recapitulating the development initiatives of a robust information security s...IOSR Journals
Abstract: Most current information security systems performance vary with the nature of the filed its being
operating. With an increased emphasizes on the adoption of security tools and technologies, the anomalies and
intrusion are mostly said defined to be detected on system's algorithm, when most systems have well defined
mechanism for rapid reaction and identification of intrusions. However, despite this support for anomaly
detection, this is usually limited and often require a full recompilation of the system to deploy a comprehensive
framework of security governance, strategies and practices employing the policies in implementation.
As a result, the absence of a robust security framework securing both the education and corporate
resources has heightened the tension for a strategic information security solutions which might ends with cost,
complexities and cumbersome to develop. This paper thereby presents an alternative comprehensive system
namely RITS-B which accommodates both the nature of education and organizations without a need to for a
further modification. Implication of the proposed approach at real time depicts its suitability in the arena of
concern.
Keywords: Information Security, Governance, Strategies, Practices, Regional Cultures and Believes.
The study examines partially replacing ordinary Portland cement with fly ash and granite powder in mortar mixtures to evaluate compressive strength. Mortar cubes were produced with cement replaced 5-20% by weight of fly ash or granite powder and tested at 7, 28, and 56 days. Results showed 10% replacement of cement with granite powder produced the highest compressive strength of 46.65 MPa at 28 days.
Performance Evaluation of Basic Segmented Algorithms for Brain Tumor DetectionIOSR Journals
In the field of computers segmentation of image plays a very important role. By this method the required
portion of object is traced from the image. In medical image segmentation, clustering is very famous
method . By clustering, an image is divided into a number of various groups or can also be called as clusters.
There are various methods of clustering and thresholding which have been proposed in this paper such as otsu
, region growing , K Means , fuzzy c means and Hierarchical self organizing mapping algorithm. Fuzzy c-means
(FCM) is a method of clustering which allows one piece of data to belong to two or more clusters. This method
(developed by Dunn in 1973 and improved by Bezdek in 1981) is frequently used in pattern recognition. As
process of fuzzy c mean is too slow, this drawback is then removed. In this paper by experimental analysis and
performance parameters the segmentation of hierarchical self organizing mapping method is done in a better
way as compared to other algorithms. The various parameters used for the evaluation of the performance are as follows: segmentation accuracy (Sa) , area (A), rand index (Ri),and global consistency error (Gce)
Design of Ball Screw Mechanism for Retro Fit of External Grinding MachineIOSR Journals
Abstract: To convert the existing grinding machine into a good working machine, a ball screw mechanism is
designed and incorporated in the existing grinding machine by retrofitting process. Grinding machine removes
material from the work piece by abrasion, which can generate substantial amount of heat. Therefore a coolant
System is incorporated to cool the work piece, so that it does not overheat and go out of its tolerance. Grinding
practice is a large and diverse area of manufacturing and tool making. It can also rough out large volume of
metal quite rapidly. It is usually better suited to the machining of hard materials. Cylindrical grinding is also
called center type grinding. It is used in the removing the cylindrical surface and shoulders of the work piece.
The five type of cylindrical grinding are outside diameter (OD) grinding. Inside diameter (ID) grinding, plunge
grinding, creep feed grinding and center less grinding.It is used in the industries for grinding the nozzle body.
The grinding machine can be changed to automatic machine according to one of the latest technologies called
PLC’s controller. The manually operated grinding machine has some of the in-accuracies and disadvantages
compared to new modern CNC grinding machines.Based on the case study of both manual and CNC grinding
machine, the manual machine is converted into automatic machine for the better accuracy and efficiency. The
main replacement of the machine parts are hydraulic cylinder and stepper motor by ball screw mechanisms and
servo motor.
Decision Making and Autonomic ComputingIOSR Journals
Abstract: Autonomic Computing refers to the self-managing characteristics of distributed computing
resources, adapting to unpredictable changes while hiding intrinsic complexity to operators and users.
An autonomic system makes decisions on its own, using high-level policies; it will constantly check and
optimize its status and automatically adapt itself to changing conditions. As widely reported in literature, an
autonomic computing framework might be seen composed by autonomic components interacting with each
other.
An Autonomic Computing can be modeled in terms of two main control loops (local and global) with
sensors (for self-monitoring), effectors (for self-adjustment), knowledge and planner/adapter for exploiting
policies based on self- and environment awareness.
The goal of autonomic computing is to create systems that run themselves, capable of high-level functioning
while keeping the system's complexity invisible to the user.
General Terms: Autonomic systems, Self-configuration, Self-healing, Self-optimization, Self-protection.
Keywords: Know itself, reconfigure, recover from extraordinary events, expert in self-protection,
Changes During Passive Recovery In Lower Limbs Tiredness After Strenuous WorkoutIOSR Journals
Abstract: Lower limbs tiredness is a widely accepted indicator for recovery state prediction. The study was
designed and purposed to know the rate and trend of lower limbs tiredness recovery after strenuous workout in
passive state. Ten athletes from LNIPE, Gwalior having almost similar anthropometric measurements,
physiological capacity, chronological age(18-19 year), training age(5-6 year), event(sprinters) etc. residing in
same campus having similar daily routine were selected as participant in this experiment. The experiment was
conducted in a highly controlled environment using sophisticate equipments. Target Heart Rate Zone of the
workout lasting for 20 minutes was 80%-90% of their Maximum Heart Rate. Three readings including pre, post
and 30 minutes post workout was considered for both the two tests (Isometric Leg Strength Test and Sergeant
Jump Test) selected for the purpose. rANOVA was employed separately to derive out meaningful information
from the raw data. In both the tests well controlled workout for 20 minutes resulted in significant increase state
of post workout readings. With passage of time after 30 minutes post passive recovery there was no
improvement in state of tiredness. Thus scope of future research is there in planning out means and methods to
promote lower limbs tiredness recovery during this post recovery period.
Keyword: Isometric Leg Strength Test, Sergeant Jump Test, Recovery, rANOVA
Investigating ATM System Accessibility for People with Visual ImpairmentsIOSR Journals
Abstract: The aim of this paper is to draw attention for the evaluation of the accessibility and usability of
Automated Teller Machine (ATM) systems from the point of view of visually impaired persons. It suggests that
there is a need for a more precise application of assistive technologies in order to develop user friendly ATMs
that will aid effective accessibility without the requirement of assistance by ordinary people who may take
advantage of their visual challenges and project them to all odds of insecurity for their cash. The paper suggests
that, while ATMs, as opposed to across the counter services, are now a widely accepted means of easing long
queues in the banks and as a time saving factor for the banking services to the consumers. An accepted feature
of the ATMs is to incorporate assistive technologies which still remain a challenge even with the formative years
of ATM applications. It proposes possible contexts that may benefit the visually impaired from far-reaching
exploration and incorporation of relevant assistive technologies. The paper should be of interest to financial
institutions whose passion is to render better services to their customers in this era of technology considering
that there are those customers who wish to transact with them and even need privacy with the ATMs but cannot
access such benefits because of their cognitive challenges and specifically the visually impaired. Finally the
paper offers a snap-shot of some of the widely-used assistive technologies for the visually impaired when using
ATMs and their associated procedures and potential pitfalls.
Keywords: accessibility, Automated Teller Machines, Assistive Technology, usability, visually impaired
Restoration of Images Corrupted by High Density Salt & Pepper Noise through A...IOSR Journals
Abstract: In this paper an efficient algorithm is proposed for removal of salt & pepper noise from digital images. Salt and pepper noise in images is present due to bit errors in transmission or introduced during the signal acquisition stage. It represents itself as randomly occurring white and black pixels. This noise can be removed using standard Median Filter (SMF), Progressive Switched Median Filter (PSMF) under low density noise conditions. Decision Based Algorithm (DBA) and Modified Decision Based Unsymmetric Trimmed Median Filter (MDBUTMF) do not give better results at high noise density. So, in this project, this drawback will be overcome by using Adaptive Median based Modified Mean Filter (AMMF). This proposed algorithm shows better Peak Signal-to-Noise Ratio and clear image than the existing algorithm. Keywords- Median filter, Progressive Switched Median Filter, Decision Based Algorithm, Modified Decision Based Unsymmetric Trimmed Median Filter
A Study on Optimization using Stochastic Linear ProgrammingIOSR Journals
The self Help Group (SHG) is group of rural poor who have organized themselves into a group for eradicationof poverty. The members of the group belong to families below the poverty line. This will help the families of occupational groups like agricultural labourers, marginal farmers, designers and artisans marginally above the poverty line, or who may have been excluded from the Below Poverty Line (BPL) list to become members of the Self Help Group. A self help group consists of two categories. One named as magalier thittam and another is non- magalier thittam. The factors of Self help group categories are random in nature. These factors can be handled using stochastic linear programming problem (SLPP). Here the data is collected from Tuticorin district. The optimization technique such as two stage programming and chance constrained programming can be adopted for SLPP. In this paper chance constrained programming (CPP) is used to obtain optimal solution.
A Survey on Fuzzy Association Rule Mining MethodologiesIOSR Journals
Abstract : Fuzzy association rule mining (Fuzzy ARM) uses fuzzy logic to generate interesting association
rules. These association relationships can help in decision making for the solution of a given problem. Fuzzy
ARM is a variant of classical association rule mining. Classical association rule mining uses the concept of
crisp sets. Because of this reason classical association rule mining has several drawbacks. To overcome those
drawbacks the concept of fuzzy association rule mining came. Today there is a huge number of different types of
fuzzy association rule mining algorithms are present in research works and day by day these algorithms are
getting better. But as the problem domain is also becoming more complex in nature, continuous research work
is still going on. In this paper, we have studied several well-known methodologies and algorithms for fuzzy
association rule mining. Four important methodologies are briefly discussed in this paper which will show the
recent trends and future scope of research in the field of fuzzy association rule mining.
Keywords: Knowledge discovery in databases, Data mining, Fuzzy association rule mining, Classical
association rule mining, Very large datasets, Minimum support, Cardinality, Certainty factor, Redundant rule,
Equivalence , Equivalent rules
An Enhanced Biometric System for Personal AuthenticationIOSR Journals
Palm vein authentication is a new and latest biometric method utilizing the vein patterns inside one’s
palm for personal identity verification. Palm patterns are different for each person.and as they are hidden
underneath the skin’s surface,forgery is extremely difficult.Infrared light is used to capture an image of a palm
that shows the vein patterns,which have various widths and brightness that change temporally as a result of
fluctuations in the amount of blood in the vein,depending on temperature,physical conditions,etc.To robustly
extract the precise details of the depicted veins, we developed a method of Anisotropic technique in crosssectional
profiles of a vein image.This method can extract the centrelines of the veins consistently without being
affected by the fluctuations in vein width and brightness,so its pattern matching is highly accurate. This paper
discusses the origins, feature extraction, technology,applications of palm vein authentication. The proposed
system include: 1) Infrared palm images capture; 2) Detection of Region of Interest; 3) Palm vein extraction by
Anisotropic filtering; 4) Matching. The experimental results demonstrate that the recognition rate using palm
vein is good.
Text Independent Speaker Identification Using Imfcc Integrated With IcaIOSR Journals
Abstract: Over the years, more research work has been reported in literature regarding text independent
speaker identification using MFC coefficients. MFCC is one of the best methods modeled on human auditory
system. Murali et al (2011) [1] has developed a Text independent speaker identification using MFC coefficients
which follows Generalized Gaussian mixer model. MFCC, because of its filter bank structure it captures the
characteristics of information more effectively in lower frequency region than higher region, because of this,
valuable information in high frequency region may be lost. In this paper we rectify the above problem by
retrieving the information in high frequency region by inverting the Mel bank structure. The dimensionality and
dependency of above features were reduced by integrating with ICA. Here Text Independent Speaker
Identification system is developed by using Generalized Gaussian Mixer Model .By the experimentation, it was
observed that this model outperforms the earlier existing models.
Keywords: Independent Component Analysis; Generalized Gaussian Mixer Model; Inverted Mel frequency
cepstral coefficients; Bayesian classifier; EM algorithm.
This document discusses theories of contemporary leadership. It examines leadership qualities necessary for success today, the impact of leadership on organizations, and the importance of moral leadership. The document outlines several modern leadership theories, including trait theory, situational approach, and path-goal theory. It emphasizes that leadership results from interaction between leaders and followers, and that different situations influence a leader's behavior.
The impact of project managers’ leadership style on employees’ job satisfacti...IOSR Journals
Behavioral theory of leadership, divides leaders into two groups of “task-oriented” and “relationship-oriented” leaders. According to this theory, task-oriented leaders’ priority is achieving projected results for current tasks, whereas relationship-oriented leaders focus on employees and try to improve them and take into consideration their ideas and suggestions. The current research intends to discover the extent to which employees’ level of job satisfaction, quality of performance and rate turnover are affected by the leader’s style. The employees of Iranian oil&gas projects were selected as the target population for this study. An online survey was selected as the method of data collection. 100 employees from different projects participated in the survey. The collected data were analyzed using independent sample t-test. The results of the analysis showed that in all the three research areas there was a significant difference between the employees of task-oriented project managers and those who work with relationship-oriented project managers, while the latter group scored higher.
A leadership critique :TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPStanbic IBTC
This document provides an overview and critique of transactional and transformational leadership styles. It discusses how transactional leadership focuses on contingent reinforcement and management by exception, while transformational leadership inspires followers and elevates their interests. The document analyzes debates around whether these styles are alternatives or can be complementary. It also examines situational factors and how both styles may be effectively applied depending on the context and followers involved.
This document discusses leadership styles and interpersonal trust in organizational settings. It aims to study different leadership styles using the Multifactor Leadership Questionnaire and understand their relationship with interpersonal trust among employees, as measured by an Interpersonal Trust Scale. Specifically, it seeks to understand how leadership style impacts employee trust and how choosing the right style for a given situation can increase trust within an organization.
Week 2 - Discussion 1
Style approach
Michael Hargrave
8/6/2013 8:16:26 PM
Under the style approach there are several studies from respected research facilities such as Ohio State, Michigan, and Blake and Mouton. When you boil down the two predominate leadership styles they basically all come to the same conclusion. Leaders are a mix of production oriented and people oriented tendencies. Some leader’s mange the production end of the business better than the people leaders do. While neither is considered bad in its own right, a superior leader needs to be strong in both tendencies. Blake and Mouton’s Leadership Grid uses a 9 square by 9 square grid that virtually any leader can fall into. A person who is 9 by 9 is a superior leader in both sets of the grid where a 1 by 1 would be poor with people and poor with the people they lead. Most leaders fall into one extreme or the other. People persons are more concerned with the interpersonal relationships where the production leader is concerned more with the task oriented approach of the business. The production leader is the get stuff done guy/gal where the people oriented leader is the relationship person.
“Unlike many of the other approaches discussed in the book, the style approach is not a refined theory that provides a neatly organized set of prescriptions for effective leadership behavior. Rather the style approach provides a framework for assessing leadership in a broad way, as behavior with a task and relationship dimension.” (Northouse, P. pg. 83) Given that analysis of the style approach the style approach consists of assenting leaders in a way that while is scientific doesn’t appear to be at its core. Assessing leadership traits and grouping them into one dimension or the other and then combining them gives a pure picture of what the leader is at their core. The true team leader (9, 9) assembles all of the skills of a task master and a people person into one body. Giving leaders an honest assessment of where they are on the grid based on the perceptions of their peers is a powerful tool.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA
Respond
RE: Style approach
Instructor Smith
8/9/2013 10:31:24 AM
Hello Micheal H.
Well stated, "Assessing leadership traits and grouping them into one dimension or the other and then combining them gives a pure picture of what the leader is at their core. The true team leader (9, 9) assembles all of the skills of a task master and a people person into one body. Giving leaders an honest assessment of where they are on the grid based on the perceptions of their peers is a powerful tool."
All the best,
Dr. Mel
Respond
RE: Style approach
John Neal
8/9/2013 4:25:27 PM
Style Approach
John Neal
8/7/2013 5:05:53 PM
Week 2 - Discussion 1
Style Approach
Explain the style approach and two general kinds of behaviors. What is the central purpose of the style approach?
The style approach emphasizes the lea.
Journal of Economic Development, Management, IT, Finance and M.docxtawnyataylor528
Journal of Economic Development, Management, IT, Finance and Marketing, 5(2), 1-31 Sept 2013 1
An Empirical Study of Leadership Styles
Cameron Boykins, Scott Campbell, Michelle Moore, Shikha Nayyar
Drexel University, USA
[email protected], [email protected], [email protected], [email protected]
Abstract
This study examined the usage of different leadership styles as they relate to position, industry and
various situations. Both project team members and project managers from four different industries
completed surveys. Initially, we believed that participant’s position, industry and different
situations would have no effect on the leadership styles being employed in a project, and our target
was to find the best leadership style. Upon deeper analysis of the data gathered from various
industries, the results were surprisingly different. The analysis of the study revealed how the
participant’s position and industry affected the leadership styles and how the opinions of both the
Team Members and Project Managers change when subjected to various circumstances. Some
very interesting questions and situations have been analyzed in this report even though the number
of subjects and industries surveyed were limited in scope.
Keywords: Leadership style, project managers, team members
Introduction
In terms of leadership styles a wide variety exists for one to employ. There isn’t firm consensus as
to which styles prove to be the most effective. Different situations call for different approaches,
however, is there a correlation between industry, team demographics, and age as to which method
is most utilized? The team seeks to examine these numerous methods of managerial leadership to
determine which are most applied and considered most effective. Furthermore, respondents were
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
Journal of Economic Development, Management, IT, Finance and Marketing, 5(2), 1-31 Sept 2013 2
asked which style they preferred their own managers to employ. As a counterpart, the team was
also interested in understanding which styles were least utilized. A sample of thirty respondents
from four different industries and backgrounds were surveyed to assist the team with several
questions. First, a short series of demographic questions were asked of the respondents to
determine the makeup of the sampling pool. Ideally, the group sought to survey a diverse pool of
male and female managers and team members. Also, different ages were examined as a way of
determining if there are new trends emerging in management. Second, a variety of situationally
based questions were asked to determine which method would be applied under given
circumstances. This revealed what method managers employed despite earlier notions of what
styles they preferred. Both qualitatively and quantitatively, the group believes that the re ...
This document provides an introduction and overview of leadership and management. It begins by defining key terms like manager and leader. It then discusses the differences between managers and leaders as well as between management and leadership. The document also covers the historical development of management theories from bureaucracy to scientific management to human relations approaches. Finally, it discusses several approaches to leadership, including traditional, contingency, situational, and path-goal theories of leadership.
This document provides a literature review on different leadership styles. It discusses 10 different styles: autocratic, laissez-faire, transformational, transactional, charismatic, democratic, visionary, situational, servant, and participative. For each style, it summarizes the key characteristics and relates findings from other studies. The conclusion states that effective leadership requires a balance of transformational and transactional styles and an ability to adapt one's style to different situations. Overall leadership is important for organizational success.
This document discusses definitions of leadership and differences between leadership and management. It provides numerous definitions of leadership focusing on influence over others to achieve common goals. Leadership is described as a process between leaders and followers, while management seeks order and production through planning, organizing and problem-solving. The document contrasts managers focusing on present objectives versus leaders focusing on future vision and change. Both roles are needed but leadership involves non-coercive influence to accomplish real change.
This document discusses leadership styles and their relationship to psychological well-being. It focuses on authentic and ethical leadership styles specifically. The objective is to study these two styles and their correlation with leader well-being using a leadership and well-being scale. It aims to understand how different leadership styles may impact a leader's psychological health and which effects are positive or negative. Understanding these relationships can help leaders select styles that improve their well-being and performance.
1 The Evolution of Leadership Theory Although the pra.docxaryan532920
1
The Evolution of Leadership Theory
Although the practice of leadership has changed considerably over time, the
need for leaders and leadership has not (Bass, 1990a; Kouzes & Posner, 1995).
Already in 1990, Bass (1990a) found a proliferation of leadership books (over 3,
300). Since the publication of Burns’s (1978) seminal work on transforming
leadership the number of leadership programs at various higher education
institutions has grown to over 900 (Mangan, 2002). Clearly, interest in the field
remains high. This review, although not exhaustive, traces the historical evolution
of leadership theory from its initial focus on Great Man and trait theory to the
contemporary study of transformational leadership theory offered by Bass.
Although the theoretical underpinnings of leadership theory have changed over
time, in many ways the basic functions of leadership–providing direction, decision
making, establishing goals, communicating, resolving conflict–have not (K. E.
Clark & Clark, 1990). Examining the historical development of leadership theories
provides some necessary perspective as well as context within which to appreciate
the increasing interest in transformational leadership (Bennis, 1976).
Leadership Traits
The historical evolution of the study of leaders and leadership derives from
Galton’s Great Man theory (K. E. Clark & Clark, 1990). Royalty, battlefield
heroes, and other wealthy and successful individuals were thought to possess
inherent talents and abilities that set them apart from the population at large and
2
which enabled them to achieve great success. Great Man theory subsequently gave
rise to trait theory in the 1920s and 1930s, which generally unsuccessfully
attempted to identify traits that made leaders different from other individuals. The
underlying assumption of the theory was that leaders surely had to possess some
universal characteristics that made them leaders. For the most part, traits were
viewed as “givens”–something that was there at birth–inborn, fixed, and
applicable to, and in, any circumstance. The shortcomings of the theory though,
were that it did not take into account the myriad different circumstances faced by
leaders nor the vast differences in the types of individuals being led. Likewise, no
attempt was made to actually measure the leader’s performance (Hollander &
Offermann, 1990). Researchers in the field subsequently refocused their efforts
away from who a leader was to what leaders did and attempted to identify
observable leader behaviors (Sashkin & Burke, 1990).
Leadership Behaviors
The behavioral approach makes an effort to identify exactly what good leaders
do on the job and then draws correlations between those specific behaviors and
their leadership effectiveness (Yukl, 2002). Research in this area basically
identified two different dimensions of leadership behavior (although labeled
differently depending on ...
This document provides an overview of several leadership theories:
- Trait theory, which initially focused on identifying personality traits of great leaders. Research was unable to identify a consistent set of traits.
- Behavioral theory shifted the focus to what leaders do and how they act, identifying two types of behaviors: task-oriented and relationship-oriented.
- Leader-member exchange theory examines how relationships between leaders and followers develop over time and influence outcomes. It finds leaders form in-groups and out-groups.
- Contingency theory matches leaders to situations based on leadership style and situational factors. Task-motivated leaders are most effective in very favorable/unfavorable situations while relationship-motivated leaders thrive
The document discusses a study that examined the relationship between the personality traits and leadership styles of 105 Malaysian managers and their ability to lead change. The results showed that the managers tended to have personalities that were conscientious and open to experience, and they primarily used a consultative leadership style. Certain personality traits like extroversion and leadership styles like involvement were found to positively correlate with managers' ability to lead change.
Group 9's presentation covered various topics related to leadership including:
1. Definitions of leadership from different sources and theorists.
2. Theories of leadership evolution over time from trait theories to current situational, transformational, and environmental leadership theories.
3. Contexts of leadership in organizations, management, groups, and other species.
4. Styles of leadership including autocratic, participative, and laissez-faire with their characteristics and appropriate contexts.
A Systematic Review Of Various Leadership TheoriesSandra Long
This document provides a systematic review of various leadership theories that have emerged over time. It begins by discussing early trait theories that focused on innate qualities and characteristics of leaders. It then examines behavioral theories from the 1940s-1950s, including Ohio State and Michigan studies, which emphasized observable behaviors and considered leadership as something that can be learned. Contingency theories from the 1960s-1970s are also reviewed, including Fiedler's contingency model and situational leadership theory, which proposed that leadership style depends on situational factors. The document traces how theories have evolved from focusing solely on traits to recognizing the importance of behaviors and contextual factors in leadership. It aims to comprehensively discuss theories under one framework.
Theories Of Leadership And Leadership TheoriesKrystal Green
The document discusses and compares three popular leadership theories: situational leadership, trait theory, and transformational leadership. Situational leadership, developed by Hersey and Blanchard, focuses on altering leadership style based on the situation and development level of subordinates. Trait theory examines the characteristics and personality traits effective leaders possess. Transformational leadership centers on inspiring and motivating followers through empowerment and satisfaction.
LEADERSHIPPROFESSORS LICHTBRAUN, ALOIA AND GARELWhat is .docxcroysierkathey
LEADERSHIP
PROFESSORS LICHTBRAUN, ALOIA AND GAREL
What is Management?
Carlisle (1976)
The “process by which the elements of a group are integrated, coordinated, and/or utilized so as to effectively and efficiently achieve organizational objectives”.
Ignores the notion of ‘office’ or ‘position’.
Management is not the sole province of managers and supervisors.
Non-supervisory personnel can perform the management function.
What is Leadership?
Klotter (1990)
“refers to a process that helps direct and mobilize people and their ideas…”
Dupree (1989)
Leadership is tribal in nature and focuses on an organization’s symbols, rituals and culture.
Leaders focus on
Motivating employees,
Developing organizational culture, and
Changing the organization.
Managers
Leaders
Ensure compliance with existing processes
Focus on planning and budgeting to achieve short term goals
Seek to achieve rationality by enforcing rules
Concerned about employees doing things right
Question existing processes
Focus on more long-term strategic planning
Seek opportunities to change the organization and its culture
Concerned about employees doing the right thing
Management vs. Leadership
Leadership Defined
Leadership is a process that effectively accomplishes organizational goals and is related to effectiveness.
Administrators can learn leadership skills.
Leadership is a group process.
Leadership in public bureaucracies is inherently political.
Theories of Leadership
Leadership theories can be loosely organized into one of the following traditions.
Leaders are born and not made
Leadership is behavioral
Leadership is contingency based
Theories of Leadership
Born Leaders
Assumes:
The ability to lead others is based on certain personality traits like the ability to relate to others, communication skills, or charisma.
Leadership is not a learned skill – you either have it or you don’t.
Leadership effectiveness is dependent upon finding a person with the personality type that can work well in a particular working environment.
Theories of Leadership
Born Leaders
This approach was largely discredited when researchers understood the importance of contingencies.
Some leadership ‘personalities’ are more or less effective in certain situations, but situations (contingencies) often change.
Some researchers continue to advocate that personality characteristics are an important element of leadership effectiveness.
Theories of Leadership
Behavioral Theories
Focus is on how leaders behave.
Effectiveness depends on how leaders interact with their subordinates to accomplish tasks (initiating structures).
This approach is also concerned with how workers achieve both organizational and personal goals simultaneously.
The perception of support from management is critical.
Creating a sense of belonging among employees is essential to effective leadership.
Theories of Leadership
Contingency Theories
Emphasis is on how situ ...
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
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Project Managers Vs Operations Managers: A comparison based on the style of leadership
1. IOSR Journal of Business and Management (IOSR-JBM)
e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 12, Issue 5 (Jul. - Aug. 2013), PP 56-61
www.iosrjournals.org
www.iosrjournals.org 56 | Page
Project Managers Vs Operations Managers:
A comparison based on the style of leadership
Hadi Minavand1
, Vahid Minaei2
,
Seyed Ehsan Mokhtari2
, Nasrin Izadian2
, Atefeh Jamshidian2
1&2
International Business School / Universiti Teknologi Malaysia (UTM)
Abstract: Within a century after the emergence of the initial theories in leadership area, several theories
have tried to explain the different styles of leadership and the extent to which leaders’ styles can affect the
overall success of the teams or the organizations being led by them. Regardless of the different ways in which
these theories explain and address the styles of leadership, two concepts of ‘task’ and ‘individual’ are focused
by most of them. Leaders, depending on their personal traits, attitudes, and situational considerations may show
different levels of concern for tasks and individuals. Also, the environment in which a leader operates may affect
the leader’s concern for tasks or individuals. Project environments, regarding the temporary nature of project-
based activities, basically differ from operational environments in several aspects. Consequently, leadership in
project environments may require a different style in comparison with operational environments. The current
study has applied ‘concern for tasks’ and ‘concern for individuals’ as two dependent variables to make a
comparison between project managers and operations managers based on the style of leadership. An online
survey in a global context helped us to collect data from 159 project managers and 171 operations managers.
The respondents were from different countries and various disciplines. The collected data were analyzed in
SPSS using ‘independent sample t-test’. The results of the analysis revealed that project managers in general
show a balanced concern for tasks and individuals, whereas operations managers have a high concern for tasks
and a lower concern for individuals.
Keywords - Project manager, Operations manager, Leadership style, Tasks, Individuals
I. Introduction
Within the recent decades, academicians and researchers have suggested several definitions to describe
the concept of „leadership‟; but in general, leadership is defined as “the process in which an individual exerts
influence upon activities of an organization or a group of people in order to motivate and conduct them toward a
common goal” (Northouse , 2010) [1]. According to this definition a leader has the highest influence over the
strategy of an organization and long-term objectives are normally set by the leader. But leaders, depending on
their personal traits, attitudes, and the environment in which they operate, may use different ways to exert the
mentioned influences. “The way in which the functions of leadership are carried out, or the manner that a
manager chooses to behave towards employee” is defined as the style of leadership (Mullins, 2000)[2].
Leadership style is a behaviorally oriented approach to understand the concept of leadership. Subordinates,
normally look at their leaders‟ behavior as their „style‟ of leadership. Consequently, „behavior approach‟ and
„style approach‟ could be used interchangeably (Bryman, 1992) [3]. Behavioral theory introduces two styles of
task-orientation and individual-orientation (also known as relationship-orientation) as the two extremes of a
leader‟s behavior (Bolden et al, 2003)[4].
However, Staehle (1999)[5] believes that leadership is an empirical attempt (to influence and conduct
others) which is sometimes seriously affected by the situation. Krumm (2001)[6] suggests that effective leaders
may apply both orientations (task-orientation and individual-orientation) depending on the situation. Yukl
(2002)[7] argues that two aspects of situation determine the extent to which leader behaviors influences on
employees‟ performance: employee characteristics and environmental characteristics. One of the most
influential environmental characteristics according to him is the nature of the work group. Bryman (1992)[3]
believes that in terms of environmental characteristics, the efficiency of a leader‟s behavior directly depends on
the task‟s nature.
The above arguments reveal that the styles chosen by leaders (or managers) could be highly affected by
the environment in which they operate. For instance, project environments differ from operational environments
in the nature of tasks and work groups; consequently, a project manager is expected to use a leadership style
different from an operations manager. The current research is designed to examine this idea and make a
comparison between the leadership styles of project managers and operations managers.
2. Project Managers Vs Operations Managers: A comparison based on the style of leadership
www.iosrjournals.org 57 | Page
II. LITERATURE REVIEW
In this part, first of all two concepts of leadership and management are described and compared. Then,
the styles of leadership will be assessed from the viewpoint of behavioral theory. At the end, two major types of
management will be described and the studies which have compared the leadership styles of different groups of
managers will be reviewed.
II.I LEADERSHIP VS MANAGEMENT
Distinguishing leadership from management has been one of the most common arguments amongst
academicians in recent decades; however there are increasing evidences which illustrate that this distinction may
be harmful and misleading. Zaleznik (1977)[8] argues that managers are normally reactive, and in spite of their
willing to work with others to solve problems, they do it with a minimum level of emotional involvement.
Leaders on the other hand, are more emotionally involved and tend to generate ideas proactively instead of
reacting to the ideas generated by others. He also believes that leaders try to change other‟s attitudes, whereas
managers are satisfied with only changing their behavior. Nanus (1985) [9], suggests that managers could be
identified as individuals who “do things right” whereas leaders are those who do “the right thing”.
The main point of these distinctions is a tendency towards change. This concept is clearly reflected in
John Kotter (1990)[10]‟s study. He argues that “management is about coping with complexity” whilst
“leadership, by contrast, is about coping with change”. He also states that good management provides a degree
of consistency and order for an organization whereas leadership focuses on dynamic change of the organization.
The distinction of management from leadership as described by Kotter and others clearly represents a shift from
an inflexible and bureaucratic approach which is called „management‟ to a more dynamic, flexible, and strategic
approach which is classified as „leadership‟.
In spite of the popularity of the distinction between leadership and management, there is still some
doubt about the extent to which they are really separate in practice. Gosling and Mintzberg (2003) [11] believe
that “Most of us have become so enamored of leadership that management has been pushed into the
background. Nobody aspires to be a good manager anymore; everybody wants to be a great leader. But the
separation of management from leadership is dangerous. Just as management without leadership encourages an
uninspired style, which deadens activities, leadership without management encourages a disconnected style,
which promotes hubris. And we all know the destructive power of hubris in organizations.”
As a whole, despite the fact that making a distinction between management and leadership can be
useful in attracting attention to the motivator and strategic actions needed during courses of change, the bipolar
perspective of managers and leaders as two completely different groups of people can be misleading and
actually harmful in practice. According to Bolden (2004) [12], if we believe that managers and leaders are
different people, it could be concluded that (a) due to any change in circumstances, the management team
should be changed necessarily. (b) It is not possible for leaders to become managers and vice versa. He believes
that such an idea about leadership and management is highly limited and severely underestimates the
capabilities of people in both roles. However, this is not to say that all people are fitted equally to all aspects of
management and leadership; also it does not mean that there is a unique profile which is suitable for all
situations; but in order to achieve the maximum effectiveness employers should seek to hire and develop
„leader-managers‟ who have enough capability to adopt their roles in its most holistic form.
Based on the above-mentioned arguments and according to Mintzberg (2004)[13], the words
„leadership‟ and „management‟ or „leader‟ and „manager‟ will be used interchangeably throughout this study
and „leadership style of managers‟ will be addressed and discussed as the basis of current study.
II.II BEHAVIORAL THEORY AND THE CONCEPTS OF TASK AND INDIVIDUAL
Behavioral theory emerged in the middle of the 20th
century in response to the criticism against trait
theory. Unlike trait theory which posited that leaders are born not made behavior theory claimed that leadership
could be learnt by training. The main focus of this theory was on leaders‟ behaviors instead of their personal
traits. In fact behavior theory (also known as style theory) intended to concentrate on different styles of
leadership and explore those parts of a leader‟s behavior that result in organizational success (Bolden et al,
2003) [4]. Anyway, this theory made a revolution in approaches to leadership and provided a basis for following
theories. Further studies based on behavioral theory identified two types of leaders‟ behaviors ; one
emphasizing on the enhancement of job performance procedures and techniques as the key factor of success
and the other emphasizing on achieving objectives through employee motivation .
“ In other words, behavioral theory of leadership introduces individual-orientation and task-orientation
as the two major styles of leaders/managers. This theory considers above-mentioned styles as two extremes of
leaders‟ behavior whereas some leaders may prefer a combination of both styles (Bolden et al, 2003) [4].
3. Project Managers Vs Operations Managers: A comparison based on the style of leadership
www.iosrjournals.org 58 | Page
The primary concern of task-oriented leaders, is achieving defined targets of their business. Northouse
(2011) [14] believes that task-oriented leaders encourage their employees to achieve their objectives by giving
them exact definitions about their roles, establishing objectives and criteria of evaluation, specifying directions
and instructions, setting time schedules, and determining the ways by which goals could be achieved. He also
argues that task-oriented leaders focus on all activities related to the work such as planning, scheduling and
controlling. Yukl et al (2009)[15] take into account activities such as assigning individuals‟ tasks, explaining
details of their responsibilities, and illustrating expectations as the main behaviors of task-oriented leaders.
On the other hand, the main concern of individual-oriented leaders is mostly focused on building and
developing interpersonal relationships. Northouse (2010) [14] argues that it is very important to them to help
employees to feel comfortable in the workplace. This group of leaders normally helps employees to develop
their careers. They provide all job-related information to enhance employees and allow them enough degree of
autonomy in their work. They are also very grateful to their employees. Yukl (2006) [16] believes that the most
important behaviors of individual-oriented leaders could be categorized into three sorts of behaviors including
“supporting”, “developing”, and “recognizing” behaviors. Supporting behaviors according to him include
demonstrating concern, acceptance, and confidence for the feelings and needs of employees. He also defined
developing behaviors as all activities which are done by a leader to enhance their inexperienced colleagues and
subordinates. Recognizing behaviors refers to those activities that leaders carry out to appreciate others cause of
their effective performances, considerable achievements, or good contributions to organizational objectives.
II.III TYPES OF MANAGEMENT AND THE STYLES OF LEADERSHIP
„Project‟ and „Operations‟ are normally recognized as the two main phases of any business. The first
one is known as a phase in which resources are consumed, whereas in the second one, new resources are
generated (Prabhakar, 2008) [17]. In addition, projects are temporary activities with unique outputs, whereas
operations are permanent activities with repetitive outputs (PMI, 1996) [18]. These differences between the two
phases of a business, result in two separate types of management: project management and operations
management. It is predictable that these different types of management require managers with different
competencies and styles of leadership.
Pinto et al. (1998) [19] found a relation between the type of management and the styles of leadership
introduced by behavioral theory. They claimed that project managers show more concern for people than other
managers. Makilouko (2004) [20] argued that relationship-oriented (individual-oriented) managers have better
interrelation skills and concluded that they are the best choice to be assigned as project managers specifically in
international and multicultural projects. Jacque et al. (2007) [21] conducted a research among a group of MBA
students and concluded that those students who are attracted to project management in comparison with other
students have a higher concern for individuals. Dulewicz & Higgs (2005) [22] and Turner et al (2009) [23]
focused on leadership competencies and tried to explain and compare leaders‟ behaviors based on some specific
competences. Dulewicz & Higgs (2005) [22] categorized leadership competencies into three groups of IQ
(intellectual), EQ (emotional) and MQ (managerial). Turner et al (2009) [23] used these competences to
compare the leadership behaviors of project managers with the managers of functional and operational
environments. They found that that project managers score higher than functional managers on
conscientiousness, sensitivity, and critical analysis, but they score lower on communication and development
competencies.
III. CONCEPTUAL FRAMEWORK AND HYPOTHESES
As described in the previous sections, the current study intends to make a comparison between project
managers and operations managers (as the two major classes of managers) based on their leadership styles. In
other words, it is targeted to find out which group is more task-oriented and which one is more individual-
oriented. For this purpose, the managers‟ concern for tasks and concern for individuals were selected as
dependent variables and „type of management‟ was defined as the independent variable. The following figure
illustrates the framework of this study.
Figure 1 Conceptual framework
4. Project Managers Vs Operations Managers: A comparison based on the style of leadership
www.iosrjournals.org 59 | Page
The above framework (Fig.1), led us to propose our hypotheses as follows:
H1: There is a significant difference between project managers and operations managers in „concern for
task‟.
H2: There is a significant difference between project managers and operations managers in „concern for
individuals .
IV. METHODOLOGY
An online survey was selected as the method of data collection. The survey was conducted in a global
context and the middle managers of organizations, regardless of the industry, discipline, or nationality to which
they belonged were focused as the target population of current study.
A questionnaire including two parts was designed and applied as the research instrument. The first part
was designed to assess the respondents‟ demographic data including age, gender, the years of working
experience. In addition, at the end of this part, the respondents were asked to determine the type of their
managerial positions depending on the context in which they operate. In other words, they were requested to
state whether they manage a project team or they are involved in the management of a functional team in an
operational environment. In the second part of the questionnaire, the respondents were put in a self-assessment
situation to reveal their styles of leadership. Forty Likert-scale question ranging from 1 (never) to 5 (always)
were designed to explore the managers‟ leadership attitudes. Each dependent variable was targeted by 20
questions, designed based on the leadership dimensions proposed by Stogdill (1974) [24]. In order to check the
reliability of the questionnaire, a pilot test was conducted among a small group of respondents consisting of 20
managers and Cronbach's Alpha was applied as a measure to analyze the collected data. The results revealed
that in both variables (concern for tasks and concern for individuals) the designed questions were strongly
reliable.
In the main survey, the questionnaire was uploaded on the internet and its link was distributed among
some managers across the globe. The professional communities of managers on social networks were broadly
used to identify the targeted respondents and distribute the questionnaire among them. Finally, the required data
were collected from 159 project managers and 171 operations managers as well. Independent sample t-test was
applied to analyze the collected data and do the hypothesis test. Also, Mean value was used as a measure to
make a comparison between the two groups of managers.
V. ANALYSIS AND RESULTS
From all the managers participated in this survey, 32% were females and 68% were males. The mean
age of respondents was 37.5 years old and their working experience, was 15 years in average. Most of the
respondents (171) were operations managers whereas a minority of them (159) was formed by project managers.
The results of independent sample t-test for both dependent variables are summarized in Table 1.
According to the table, in terms of „concern for individuals‟ there is a significant difference (p>0.05) between
project managers and operations managers whereas in „concern for tasks‟, the difference between the two
groups of managers is not statistically significant.
Table1 Independent sample t-test
T-test for Equality of Means
T Df
Sig.
(2-
taile
d)
Mean
Differenc
e
Std. Error
Differenc
e
95% Confidence
Interval of the
Difference
Lower Upper
Concern for
tasks
-1.071 328 .285 -1.83 1.77 -5.21 1.53
Concern for
individuals
14.749 229.98 .000 28.95 1.96 25.08 32.81
Moreover, Table2 illustrates that in „concern for individuals‟, the project managers have scored
strongly higher than operations managers. On the other hand, in „concern for tasks‟ both groups of managers
have scored almost equally.
5. Project Managers Vs Operations Managers: A comparison based on the style of leadership
www.iosrjournals.org 60 | Page
Table2 Comparison between groups
Leadership Style of the
project manager
N Mean
Std.
Deviation
Std. Error
Mean
Concern for
tasks
Project Managers 159 53.64 15.46 1.22
Operations Managers 171 55.47 15.68 1.19
Concern for
individuals
Project Managers 159 75.39 9.76 .77
Operations Managers 171 46.45 23.59 1.80
As a result, the first hypothesis is rejected whereas the second one is accepted.
VI. DISCUSSION
The analysis of collected data proved that in comparison with those individuals who are attracted to
operations management branches, the enthusiasts of project management are more individual-oriented. Also
their „concern for individuals‟ is balanced with their „concern for tasks‟; on the other hand, this research proved
that among those individuals who are involved in operations management areas, the concerns paid for tasks and
individuals are not balanced, because they are mostly task-oriented and pay less attention for individuals. The
following figure (Fig.2) summarizes the result of this research.
Figure 2 Comparing leadership styles of project managers (right) with operations managers (Left)
The special conditions under which project managers operate underelie their individual-oriented
behaviors. Project management is a challenging job with different difficulties and responsibilities compared to
the various fields of operations managements. As a result, project managers encounter some challenges and
difficulties that are not normally experienced by operations managers. For instance, project managers have to
deal with temporary employees who normally have lower degrees of organizational commitment in comparison
with permanent employees (Minavand et al, 2013a) [25]. Such employees under any minor pretext may easily
leave their jobs and put the project in serious problems. Workload and the stressful conditions of project-based
activities aggravates such behaviors among project employees (Kryvenda, 2012)[26]. In such situations,
individual-oriented leadership can help a project manager to motivate the employees, elevate their job
satisfaction, and minimize the rate of turnover among them (Minavand et al, 2013b) [27].
Anyway, in order to overcome the special conditions of project-based activities, project managers need
special abilities and competencies. Researchers have focused on several characteristics and competencies of
project managers that distinguish them from operations managers. For example, a study in this area reveals that
project managers score better in competencies such as critical analysis, sensitivity, and conscientiousness
(Turner et al, 2009) [23]. But several groups of researchers (Makilouko, 2004; Jacque et al, 2007; Minavand et
al, 2013a) [20] [21] [25] agree on EQ and interpersonal skills as the essential competencies required for a
project manager. These competencies can help a project manager to make a proper relationship with employees,
exert an effective individual-oriented leadership, and consequently overcome all the complicated challenges of
the project.
VII. SUMMARY AND CONCLUSION
Project management and operations management are the two major types of management in any typical
organization. The first one deals with a project as a temporary activity which targets a unique output, and the
6. Project Managers Vs Operations Managers: A comparison based on the style of leadership
www.iosrjournals.org 61 | Page
second one is involved in operations as permanent activities with repetitive outputs. The mentioned differences
between project and operations naturally results in some differences between project managers and operations
managers in terms of leadership styles and competencies. The current study focused on managers‟ concern for
tasks and concern for individuals to make a comparison between the leadership styles of these two groups of
managers. Our investigation among a big group of managers in a global context revealed that concern for
individuals is significantly higher in the project managers groups, whereas between the two groups, any
significant difference was not found in terms of concern for tasks.
As a whole, because of the temporary nature of projects and the special difficulties of workforce
management in temporary organizations, the way in which project managers interact with their subordinates is
much more complicated in comparison with operations managers. In addition, the importance of achieving the
objectives of the project within a limited period of time and using limited resources makes the project managers
pay enough attention to tasks and results. Consequently, a manager with the ability to balance between the
requirements of the project and the expectations of the subordinates is the essential requirement of any project.
In conclusion, regarding the common challenges along the life cycle of a project, and based on the
discussions of the current study, individual-oriented behaviors can effectively help a project manager to
overcome the challenges and increase the chance of success for the project. Nevertheless, tasks and results
cannot be ignored, and acombination of both styles is the best choice of a project manager.
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