Patterns of Aggressive Behavior in Experimentally Created “Social Climates”

Lewin, Kurt; Lippitt, Ronald; White, Ralph K.

doi:10.1080/00224545.1939.9713366

Cited by 2,249 publications

(894 citation statements)

References 3 publications

Supporting

Mentioning

718

Contrasting

Unclassified

Order By: Relevance

“…Research on leadership has recognized different leadership styles that leaders use in managing follower-behaviours. For instance, Lewin, Lippit, and White (1939) based on leaders' participation and activeness in employees' behaviour towards work and decision making, identified three leadership styles known as autocratic, democratic, and laissez faire. In the autocratic leadership behaviour, decisions are made by the leader without the consent of subordinates or other colleagues.…”

Section: Leadershipmentioning

confidence: 99%

Linking Transformational Leadership to Employee Turnover: The Moderating Role of Alternative Job Opportunity

Amankwaa¹,

Anku-Tsede²

2015

IJBA

View full text Add to dashboard Cite

Corporations all over the world strive for competitiveness in the quest to improving the performance of their businesses. The issue of holding on to firms' talented employees has thus become critical in contemporary business operations. People must therefore be managed in ways which seek to elicit favorable behavioural responses targeted at creating customer satisfaction and consequent business efficacy. It is however not uncommon to find talented employees leave their current jobs for others. This paper therefore examined the influence of transformational leadership behaviours on employee turnover intention with the moderating effect of alternative job opportunity. A cross-sectional, descriptive, correlational survey design was adopted for the paper, with a multi-stage sampling approach used in selecting three hundred and five (305) employees from banks in Ghana. Correlational and hierarchical regressional analytical procedures were used to test the hypotheses. Transformational leadership behaviours were found to be negatively related to employees' voluntary organisational turnover intention but the availability of alternative job opportunities did not moderate the transformational leadership-turnover intention nexus. Within the Ghanaian banking industry, leadership behaviours that focus more on the needs of subordinates as a critical part of task accomplishment is laud by employees and thus mitigate their intention to quit the organisation for other lucrative offers. It is thus incumbent on management to employ more of transformational leadership behaviours as an efficient tool to addressing the severe consequences of turnover in the Ghanaian banking industry.

show abstract

Section: Leadershipmentioning

confidence: 99%

Linking Transformational Leadership to Employee Turnover: The Moderating Role of Alternative Job Opportunity

Amankwaa¹,

Anku-Tsede²

2015

IJBA

View full text Add to dashboard Cite

show abstract

“…inflexibility of group structure (Lewin et al, 1939). Frustration is also increased by relative deprivation (Pettigrew, 2016) as groups might be faced with an unwinnable race when comparing their in-group to other groups.…”

Section: Ii4 the Development Of Collective Enemy Imagesmentioning

confidence: 99%

“…Kurt Lewin's classic research (Lewin et al, 1939) shows that the intensity of scapegoating and hostile behavior towards other groups is significantly influenced by the level of authoritarianism of group leadership.…”

Section: Ii4 the Development Of Collective Enemy Imagesmentioning

confidence: 99%

“…One response to these constant failures is raising one's own status against the odds by finding a scapegoat, an enemy to whom blame can be allocated (Pataki, 1993). Even the earliest studies acknowledge that historical embeddedness and the value structure and lifestyles prevalent in a given society are important factors that influence individual and group-level processes (Adorno et al, 1950;Lewin et al, 1939;Rokeach, 1960). Inglehart and his colleagues (Inglehart and Welzel, 2005;Inglehart, 2008) measure the openness and closeness of a society using an index of self-expressive values.…”

Section: Ii4 the Development Of Collective Enemy Imagesmentioning

confidence: 99%

See 1 more Smart Citation

Understanding Enemy Images in Central and Eastern European Politics

Gerő

Płucienniczak²,

Kluknavská

et al. 2017

Intersections

View full text Add to dashboard Cite

In recent years, Europe has experienced a rise in politics based on antagonism, often discussed from the perspectives of populism and the mainstreaming of the ideologies of the radical right. In this study, we argue that there is a need for an interdisciplinary, theoretically broader and more empirically focused approach that fosters understanding of these developments. To explore the causal factors, we focus on the enemy images that are constructed and diffused by politicians, and their specific historical and structural contexts. The paper thus has two main components: First, we review what political theory, research on populism and on the extreme right and social psychology say about the functions of the use and development of enemy images. Second, we highlight the contextual factors that we consider make the success of a politics based on enemy images more likely in Central and Eastern Europe.

show abstract

“…Autocratic leaders -those who just give directives without consulting employees and use an overly directive approach to leading employees -have little or no role in developing talent in the firm. This is because autocratic leaders make decisions without consulting the group, people in the group may dislike that they are unable to contribute ideas and hence develop talent [2]. Democratic leaders, on the other hand -those who are at the other end of the spectrum-Continuum of leadership theory -are liable for effective leadership through the transmission of values, support and deserving help to all their employees.…”

Section: Introductionmentioning

confidence: 99%

The Need for Effective Leadership in Talent Management in Mauritius

Betchoo¹

2014

ILSHS

View full text Add to dashboard Cite

The importance of linking leadership to talent management is a priority for the Mauritian economy at a time when the economy shifts from the industrial and labour-intensive sector to a services and knowledge-based economy. There is a necessity to link leadership to talent management where local managers are in need of improving their leadership abilities and develop the talent that their organisations may in turn depend upon. It is not merely learning or getting trained in leadership that matters but, more importantly, the need to generate talent from effective leadership strategies. This research article firstly explains the importance of leadership linked with talent. The text then focuses on innovative practices that selected Mauritian companies have undertaken and where talent leadership matters. From this standpoint, the researcher selects effective leadership strategies that might be much needed based from practices that are successful abroad and have positively impacted on the international context. The research emphasises new coaching methodologies linked with the development of leadership talent. Techniques like „coaching outside in coaching inside out‟, „onboarding‟, „pivotal leadership‟, „reinforcement coaching‟, are just new approaches that differ from traditional orientation and that are also much relevant in developing leadership talent in the current and future economic conjecture of Mauritius. They have to be adapted to the Mauritian context. Though the research is not exhaustive and is more focused on qualitative than quantitative interpretation, it sheds light onto the fast-developing concept of talent management in business organisations and the need to link leadership in a more conclusive manner.

show abstract

Patterns of Aggressive Behavior in Experimentally Created “Social Climates”

Cited by 2,249 publications

References 3 publications

Linking Transformational Leadership to Employee Turnover: The Moderating Role of Alternative Job Opportunity

Linking Transformational Leadership to Employee Turnover: The Moderating Role of Alternative Job Opportunity

Understanding Enemy Images in Central and Eastern European Politics

The Need for Effective Leadership in Talent Management in Mauritius

Contact Info

Product

Resources

About