Leadership behaviour in successful organisations: Universal or situation-dependent?

Untitled

“…As Harrington (2011, 122) emphasizes, 'the process is brought to life by people, our people make the process work, without them, we have nothing.' Furthermore, the people-focused results in this research are supported by the findings of Larsson and Vinberg (2010), who found that people-oriented leadership behaviour was by far the strongest in three-dimensional leadership behaviour theory (change, structure and people orientation).…”

Good Nordic management practices

“…Finally, one study describes a waste disposal service company (Krok & Eklund 2010) and one study describes the National Road Safety Office (Grundén 2009). In addition, two studies describe both public sector medical care organisations and private companies (Bäckström et al 2009;Larsson & Vinberg 2010. Two of the nine research studies, conducted in private companies, describe private banks (Wreder 2007;Wreder et al 2007) Arnetz (2005) explored which aspects of leadership are important in order to cope with changes and stress factors, during the process of change, when medical care organisations are set to improve their company performance and effectivity. The author concluded that the management's ability to communicate and focus on organisational objectives can improve the overall wellbeing of their employees.…”

“…Communication is necessary to strengthen employee relations (Wallo et al 2012), however, communication need to be clear and easy to understand for employees (Wreder 2007). Clear and explicit information is important for employees in successful organisations (Larsson & Vinberg 2010) and in order to create an effective organisation, employees are dependent on having access to good clear information in regard to customer relations (Krok & Eklund 2010). Managers are expected to create a dialogue by walking around and chat with employees (Wreder et al 2007).…”

Managerial coaching: challenges, opportunities and training

“…-Using listening skills and communication to involve others, setting clear performance expectations, self-awareness, (Sparks and Gentry 2008) -Subordinates having regular conversations with leaders or coaches where individual and organisational goals are discussed, leaders give constructive feedback, both positive and negative, and leaders reflect on their own leadership practices (Larsson and Vinberg 2010).…”