The Blackwell Encyclopedic Dictionary of Organizational Behavior

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Document followers perform dissatisfying tasks or work under dissatisfying conditions. Page 405 Participative-consultative leader behavior will be motivational when subordinates have a high need for independence and/or knowledge that can contribute to effective DECISION MAKING by the leader. Achievement-improvement oriented leader behavior will add challenge to subordinate's jobs and thus increase the instrinsic satisfaction subordinates experienced as a result of goal accomplishment (see EXTRINSIC/INTRINSIC MOTIVATION). When the task demands of followers are satisfying but ambiguous, leader-directive behavior will be a source of clarification. Subordinates whose jobs are satisfying, but which have ambiguous performance demands will view leader-directive behavior as satisfying and instrumental for performance. Subordinates whose jobs are dissatisfying, but impose unambiguous performance demands, will view leader-directive behavior as over-controlling and dissatisfying. When subordinates' tasks or work environment are dangerous, monotonous, stressful, or frustrating, supportive-leader behavior will lead to increased subordinate effort and satisfaction by increasing selfconfidence, lowering ANXIETY, and unpleasant aspects of the work. When tasks are interesting and enjoyable, and subordinates are confident, leader consideration will have little effect on follower satisfaction, motivation, or performance. Unfortunately, as Yukl (1994) has noted, the theory has not been adequately tested to date. Overall, the findings provide more support for the predicted effects of supportive-leader behavior than for directiveleader behavior. The findings suggest that leader-directive leader behavior does not always have the role clarifying and performance enhancing effects predicted by the theory. Because of the strong rationality assumptions of the theory it is most likely invalid when subordinates are under conditions of substantial STRESS or UNCERTAINTY. Such conditions make it impossible to formulate accurate and rational expectations of REWARDS contingent on effort expended. It is most likely that the theory holds under conditions of certainty or risk, and when subordinates are not highly stressed. Under such conditions probabilities can be assessed rationally. Therefore these conditions satisfy the underlying rationality assumptions of the theory. See also Goal-setting; Leadership; Leadership contingencies; Performance, individual Bibliography House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321–338. file:///C|/downloadnetlibrary/Blackwell%20Ency/nlReader.dll@BookID=48684&FileName=Page_5F405.html (1 of 2) [2008-04-01 01:29:56]
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Document The Blackwell Encyclopedic
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Document The Blackwell Encyclopedic
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Document Typeset in 9.5 on 11pt Ehr
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Document Preface Organizational Beh
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Document Page vii all who have shar
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Document current and developing tre
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Document Page ix It is helpful, the
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Document Page x Clearly, to fulfil
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Document Acknowledgments Page xi Th
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Document Contributors Seymour Adler
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Document Adrienne Colella Rutgers U
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Document Daniel C. Feldman Universi
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Document Jerald Hage University of
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Document Kenneth Koput University o
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Document Stella M. Nkomo University
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Document John W. Slocum Southern Me
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Document Edward J. Zajac Northweste
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Document The term can be defined as
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Document The deviance model derives
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Document Goodman, P. S. & Atkin, R.
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Document Dwyer, T. & Raferty, A. E.
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Document Spangler, W. D. (1992). Va
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Document Fryer, D. & Fagan, R. (199
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Document Action Theory can well exp
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Document interdependencies among th
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Document Mood at work has been negl
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Document As part of the wider conce
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Document Support for ARM comes from
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Document See also Exchange relation
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Document Employee Assistance Progra
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Document NIGEL NICHOLSON Altruism T
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Document In ORGANIZATIONAL BEHAVIOR
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Document Some form of assessment ta
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Document Evidence on the criterion-
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Document Gaugler, B., Rosenthal, D.
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Document Attitudes are of interest
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Document Weiner, B. (1986). An attr
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Document In his seminal study of au
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Document These are groups of employ
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Document Autonomy This concept, in
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Document B Bargaining see COLLECTIV
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Document 5. Product Differentiation
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Document See also Conditioning; Inf
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Document During the 1980s and 1990s
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Document Usually, companies benchma
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Document The procedure involves all
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Document Whereas bonus payments for
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Document Bibliography Burns, T. & S
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Document Used in conjunction with m
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Document Compared to modern busines
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Document Bureaucracies are known fo
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Document Economists have asked pers
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Document Simon, H. A. (1976). Admin
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Document The key differences betwee
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Document Also called ''business pro
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Document C Career Page 44 A career
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Document anchor provides a growing
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Document Page 46 of schemes in term
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Document Holland, J. H. (1985). Mak
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Document Situational Theories Page
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Document Career Plateauing Page 49
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Document Lawrence, B. S. (1988). Ne
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Document reciprocal interaction of
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Document Page 52 The history of car
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Document Howard, A. & Bray, D. W. (
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Document 3 The Management of the Ch
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Document used, which seeks to reduc
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Document See also Generalization; L
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Document organization; and for CEOs
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Document Romanelli, E. & Tushman, M
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Document Focus of Change Efforts Pa
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Document Bibliography Page 61 Argyr
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Document This term refers to the in
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Document Current research in cognit
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Document The theory seeks to accoun
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Document Strategic collaboration wi
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Document The first formal definitio
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Document Webb (1897) coined the ter
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Document Bibliography Becker, H. (1
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Document Escalation is the degree t
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Document Two functions of communica
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Document Communications Technology
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Document Competencies The word "com
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Document Job analysis shows that se
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Document Bibliography Boyatzis, R.
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Document Companies might also diffe
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Document The concept of complexity
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Document Lawrence, P. & Lorsch, J.
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Document CAD systems allow the user
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Document Is conflict a problem? Muc
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Document Struggles over the allocat
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Document Bibliography Alderfer, C.
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Document Other strategies restructu
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Document (b) the individual's attit
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Document Consensus refers to an inf
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Document A typical consulting proce
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Document Future Trends A review of
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Document These dimensions are combi
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Document 5. The extent to which the
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Document Contingency theory was und
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Document Imai, M. (1987). Kaizen: T
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Document Obviously, good INTERPERSO
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Document Williamson (1985), one of
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Document A last type of contract re
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Document Within ORGANIZATIONAL BEHA
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Document Ashford, S. J. & Cummings,
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Document Nonetheless, various obsta
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Document The concept of core compet
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Document Organizational researchers
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Document (c) understanding complexi
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Document The terms crisis and disas
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Document In contrast, Osborn and Ja
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Document WASH-1400, a.k.a., the Ras
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Document Culture is a notoriously d
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Document relationships to their gro
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Document (b) whether and how the cu
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Document D Decentralization Page 12
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Document sometimes called mixed MEC
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Document Depending on: (1) various
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Document Table 1 The four decision-
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Document Decision making in the are
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Document A similar line of thought
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Document Decision Modeling see COMP
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Document HENRY P. SIMS JR. Delphi T
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Document One alternative is a legal
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Document Closely related to the pro
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Document See also Organizational de
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Document The analysis of dilemmas h
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Document Research concerning person
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Document Goffman, E. (1963). Stigma
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Document Theories of discrimination
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Document Katz, P. & Taylor, D. (198
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Document Another form of related di
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Document However, in more fragmente
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Document Second, downsizing usually
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Document Most research to date indi
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Document E Ecology see COMMUNITY EC
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Document extraversion and neurotici
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Document Page 152 Importantly, emot
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Document Bibliography Fineman, S. (
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Document Bibliography Cotton, J. L.
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Document Page 155 Greenberg, J. (19
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Document Page 164 error of the seco
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Document Figure 1 A taxonomy of act
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Document Ethics see BUSINESS ETHICS
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Document van den Berghe, P. (1981).
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Document Evaluation Research Page 1
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Document • the call for ethical c
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Document F Family Firms Page 174 Al
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Document management systems. Journa
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Document Figure 1 The feedback loop
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Document Use Page 177 Feedback info
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Document Figure 1 Force field diagr
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Document Formal Organization Page 1
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Document According to Schein (1985)
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Document Functional Design Page 184
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Document G Gainsharing Page 186 Thi
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Document Goal Setting Page 193 This
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Document Government Agencies Page 1
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Document Figure 1 The main function
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Document Gujarah, D. (1984). Govern
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Document Organizational groups can
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Document 9 The SOCIAL LOAFING effec
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Document Janis, I. L. (1982). Group
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Document Longitudinal studies of WO
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Document Lewin, who once said, "not
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Document Most norms develop gradual
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Document Within the study of GROUP
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Document The relationship between g
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Document Groupthink This term was c
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Document This refers to the strengt
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Document H Halo Effect Page 210 Thi
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Document Page 211 RELIABILITY, VALI
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Document Bibliography Page 212 Roet
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Document 1993; Sackett, Burris, & C
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Document Page 214 seasonal variatio
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Document Page 216 promote low, as w
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Document Page 221 highly political
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Document Herriot (Eds), Handbook of
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Document Eysenck, H. J. (1960). The
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Document From this perspective an o
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Document Impression management has
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Document (3) Does impression manage
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Document Differences associated wit
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Document The trait approach describ
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Document As Kochan notes (1980, pp.
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Document See also Intergroup relati
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Document Influence also may result
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Document The particular mix of the
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Document Orlikowski, W. J. (1992).
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Document Amabile (1983), Angle (198
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Document The development of this in
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Document The developmental pattern
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Document The adoption of new ideas
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Document Innovations originate "som
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Document JOHANNES M. PENNINGS Insti
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Document How do organizational prac
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Document The concept of isomorphism
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Document Scott, W. R. & Meyer, J. W
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Document See also Performance, indi
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Document Intelligence is a broad ba
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Document Endler, N. S. & Magnusson,
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Document Interest Groups see POLITI
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Document between groups. Several ap
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Document Tajfel, H. (1982). Social
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Document As most of the industriali
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Document See also International man
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Document On the one hand the "conve
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Document On the other hand, the "cu
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Document International managers wor
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Document This is a general term whi
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Document The third stream of IOR re
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Document DAVID A. WHETTEN and MARC
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Document Skills and competencies ar
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Document 1. Response inspecificity.
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Document These approaches are not e
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Document Intrinsic REWARDS are foun
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Document Introversion see EXTRAVERS
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Document Quantitative methods allow
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Document Landy, F. (1993). Job anal
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Document Fried, Y. & Ferris, G. R.
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Document In principle, the concept
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Document Current approaches to job
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Document Interest in job design whi
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Document Lawler, E. E. (1992). The
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Document Certainly taken over a lon
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Document Establishing Client Relati
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Document The population of insecure
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Document In JIT, inventory is waste
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Document See also Advanced manufact
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Document In attempting to determine
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Document See also Business ethics;
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Document A characteristic feature o
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Document L Labor Markets Page 282 F
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Document Page 283 theory. Arguably,
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Document Leadership is " . . . a pr
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Document Page 286 COMPLIANCE from s
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Document above, emphasizing ideolog
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Document Bass, B. M. (1990). Bass &
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Document Page 289 leader self-prese
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Document higher levels of MOTIVATIO
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Document Page 292 which experiences
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Document Page 294 age or experience
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Document Spector, P. E. (1988). Dev
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Document M Machiavellianism Page 30
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Document (6) provide FEEDBACK at re
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Document opportunity to make and im
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Document Dechant, K. (1990). Knowin
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Document inception of action learni
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Document Bibliography Burke, W. W.
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Document Table 1 Taxonomy of Primar
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Document edge-based diversity. Team
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Document Page 311 most concern to t
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Document Page 312 what is learned i
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Document the development of talente
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Document studies of actual behavior
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Document Matrix Organization Page 3
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Document Page 320 aerospace, invest
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Document on mental health makes the
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Document Moral Development Page 329
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Document Page 332 ing and research
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Document and to persist longer than
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Document well as other motivational
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Document Networking in organization
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Document The nominal group format i
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Document Voydanoff (1989) notes tha
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Document Voydanoff, P. (1989). Work
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Document Leat, D. (1993). Managing
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Document At a most basic level are
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Document The first concerns their h
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Document Sztompka, P. (1993). The s
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Page 1614: Document Organizational Effectivene
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Page 1622: Document (4) adapt to the changing
Page 1626: Document This paradoxical approach
Page 1630: Document Search Routines Models of
Page 1634: Document Organizational research ha
Page 1638: Document (table continued from prev
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Page 1650: Document Page 402 EXCELLENCE). Ther
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Page 1658: Document Page 404 advantage (Beaumo
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Page 1676: Document Much of the research on co
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Page 1684: Document Finally, to evaluate perfo
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Page 1692: Document The core elements of all b
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Page 1700: Document Definitions of what perfor
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Document niches available to specia
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Document McPherson, J. M. (1983). A
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Document Harassment, sexual or othe
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Document Campbell (Eds), Productivi
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Document EDWIN P. HOLLANDER Power D
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Document The importance of the "bel
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Document Boardman, A. & Vining, A.
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Document Process consulting depends
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Document Mohr (1982) drew a distinc
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Document When all the input and out
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Document Kendrick, J. W. (1984). Im
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Document From the professional's po
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Document Armstrong, P. (1993). Prof
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Document The agenda for project adm
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Document For example, the director
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Document See also Organizational ec
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Document Why is the concept of curr
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Document Greenberg, J. (1990). Orga
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Document A person's score on a test
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Document (1) attention from others;
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Document Sport provides an illustra
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Document Finally, the contrasts bet
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Document Punishment and discipline
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Document Applications of operant CO
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Document Bibliography Capaldi, E. J
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Document This term refers to the re
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Document Weigelt and Camerer (1988,
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Document Although most strategists
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Document Chakravarthy, B. (1986). M
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Document STRATEGIC ALLIANCES involv
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Document 2. Measurement. Measuremen
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Document Schaubroeck and Kuehn (199
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Document Schaubroeck, J. & Kuehn, K
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Document Bibliography Easterby-Smit
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Document At the macro level, this s
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Document The concept of resources,
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Document Because the environment pr
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Document (2) framebreaking change w
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Document Bibliography Freeman, S. J
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Document Finally, studies of job ch
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Document Schwab, D. P., Rynes, S. L
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Document Social psychological resea
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Document (1986) describe the conten
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Document Kunda, G. (1992). Engineer
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Document Role conflict is one of se
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Document Several current organizati
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Document Bibliography Kahn, R., Wol
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Document Both overload and underloa
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Document This term specifies the co
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Document S Sabotage Page 502 This m
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Document Page 503 Forms of sabotage
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Document Page 504 both in the Unite
Page 2060:
Document criteria, and is therefore
Page 2064:
Document production and prescribe w
Page 2068:
Document Page 507 The single issue
Page 2072:
Document Page 508 performance such
Page 2076:
Document psychological test of nume
Page 2080:
Document bined to form a battery of
Page 2084:
Document Organizational Behavior an
Page 2088:
Document personal processes (see SE
Page 2092:
Document Page 513 R. O. Perloff (Ed
Page 2096:
Document Page 514 tendencies while
Page 2100:
Document Page 515 tive, and financi
Page 2104:
Document Page 516 and men tend to h
Page 2108:
Document woman" standard by some co
Page 2112:
Document Page 518 to test the sensi
Page 2116:
Document See also Organizational ef
Page 2120:
Document Page 520 There have been m
Page 2124:
Document Page 521 existing critique
Page 2128:
Document Bibliography Zajonc, R. B.
Page 2132:
Document differences among Chinese
Page 2136:
Document Page 524 both the newcomer
Page 2140:
Document Louis, M. R. (1980). Surpr
Page 2144:
Document there should be a degree o
Page 2148:
Document Page 527 Mumford, E. (1987
Page 2152:
Document 1992) is empirical: An ite
Page 2156:
Document Bibliography Urwick, L. F.
Page 2160:
Document organizational behavior. E
Page 2164:
Document analyses, have been used t
Page 2168:
Document Page 532 case, status can
Page 2172:
Document Page 533 overgeneralizatio
Page 2176:
Document Page 534 JOINT VENTURES).
Page 2180:
Document Mowery, D. (Ed.), (1988).
Page 2184:
Document Page 536 relies on multipl
Page 2188:
Document Cognitive Approaches Page
Page 2192:
Document Page 538 have, in recent y
Page 2196:
Document Page 539 concerned with ne
Page 2200:
Document Page 540 Alarm (in prepara
Page 2204:
Document Page 541 Ferguson, is the
Page 2208:
Document Bibliography Page 542 Char
Page 2212:
Document Page 543 Performance, in t
Page 2216:
Document Page 544 this level of ana
Page 2220:
Document Page 545 Succession planni
Page 2224:
Document (1) the Strong man who dep
Page 2228:
Document Page 547 dramatically. As
Page 2232:
Document Page 548 team leader. Desp
Page 2236:
Document Page 549 Given the widespr
Page 2240:
Document and applications (pp. 3-28
Page 2244:
Document Page 551 importance also.
Page 2248:
Document Page 552 IZATIONAL BEHAVIO
Page 2252:
Document Page 553 defines a key rol
Page 2256:
Document T Taboos Page 554 Organiza
Page 2260:
Document Page 555 See also Group dy
Page 2264:
Document Page 556 While it was reco
Page 2268:
Document Team Roles see GROUP ROLES
Page 2272:
Document Page 558 variety of cuttin
Page 2276:
Document Technology and Organizatio
Page 2280:
Document is also significantly affe
Page 2284:
Document Page 561 boundaries, for e
Page 2288:
Document Page 562 disciplinary team
Page 2292:
Document Williams, R. & Gibson, D.
Page 2296:
Document Page 564 discourse whose p
Page 2300:
Document Page 565 By way of conclus
Page 2304:
Document Page 566 all circumstances
Page 2308:
Document Page 567 organizational re
Page 2312:
Document well as the characteristic
Page 2316:
Document Page 569 involvement of se
Page 2320:
Document Page 570 tices aimed at se
Page 2324:
Document Page 571 One implication,
Page 2328:
Document Page 572 are essentially s
Page 2332:
Document Page 573 substantial prese
Page 2338:
Document z0592-01.gif Figure 1 An i
Page 2342:
Document Page 575 organizational sy
Page 2346:
Document Page 576 system to interac
Page 2350:
Document programs meeting important
Page 2354:
Document is clear that the same ins
Page 2358:
Document Page 579 systems will take
Page 2362:
Document Page 580 are often highly
Page 2366:
Document through behavioral modelin
Page 2370:
Document tance to Williamson's (198
Page 2374:
Document leadership, after refineme
Page 2378:
Document Transitions see CAREER TRA
Page 2382:
Document Page 585 economic actors i
Page 2386:
Document Barber, B. (1983). The log
Page 2390:
Document around agents tend to have
Page 2394:
Document Page 588 MANAGERIAL STYLE)
Page 2398:
Document Page 589 Mowday, Porter, &
Page 2402:
Document Page 590 directed at multi
Page 2406:
Document Page 591 Individuals exhib
Page 2410:
Document U Uncertainty Page 592 Thi
Page 2414:
Document Page 593 Hofstede, G. (198
Page 2418:
Document ment, JOB INSECURITY, and
Page 2422:
Document Page 595 CESSING). Several
Page 2426:
Document The validity of data is re
Page 2430:
Document (5) If necessary or desire
Page 2434:
Document Because values are learned
Page 2438:
Document England, G. W. (1967). Org
Page 2442:
Document These cycles (or circles)
Page 2446:
Document Example: In an employment
Page 2450:
Document Historically, the emphasis
Page 2454:
Document W Withdrawal, Organization
Page 2458:
Document Page 605 omics, anthropolo
Page 2462:
Document Page 606 exploring each to
Page 2466:
Document Reskin, B. & Roos, P. A. (
Page 2470:
Document Bibliography Brenner, O. C
Page 2474:
Document Reimann, B. (1980). Organi
Page 2478:
Document See also Group dynamics; G
Page 2482:
Document Page 611 conditions for di
Page 2486:
Document Index Note: Headwords are
Page 2490:
Document advanced manufacturing tec
Page 2494:
Document anthropology, 121 anticipa
Page 2498:
Document and postmodernism, 436 pow
Page 2502:
Document research design, 480 selec
Page 2506:
Document typologies, 48 vocational
Page 2510:
Document civil rights, 141, 241 cla
Page 2514:
Document collective action, 71, 112
Page 2518:
Document community ecology, 82 comm
Page 2522:
Document and reciprocity, 470 sabot
Page 2526:
Document and ownership, 13 research
Page 2530:
Document obedience, 352 teleologica
Page 2534:
Document business ethics, 41 career
Page 2538:
Document power, 441 resources, 486
Page 2542:
Document division of labor, 137, 14
Page 2546:
Document managerial, 316 organizati
Page 2550:
Document matrix organization, 319 o
Page 2554:
Document evolutionary theory, organ
Page 2558:
Document performance appraisal, 413
Page 2562:
Document Follett, M. P., 63 force f
Page 2566:
Document roles, 516 sexual harassme
Page 2570:
Document groupthink, 207 quality ci
Page 2574:
Document gate keepers, 189 group de
Page 2578:
Document conflicts, 95 and discrimi
Page 2582:
Document influence, 231 group dynam
Page 2586:
Document empirical results, 241 gua
Page 2590:
Document importance, 257 training,
Page 2594:
Document job satisfaction, 2, 9, 75
Page 2598:
Document knowledge of results, 280,
Page 2602:
Document social constructionism, 52
Page 2606:
Document management development, 30
Page 2610:
Document management of high potenti
Page 2614:
Document and analysis levels, 294 r
Page 2618:
Document human relations movement,
Page 2622:
Document innovation, 239 interorgan
Page 2626:
Document team building, 555 organiz
Page 2630:
Document demography, 383 differenti
Page 2634:
Document organizational neurosis, 3
Page 2638:
Document performance appraisal, 413
Page 2642:
Document research, 481 performance,
Page 2646:
Document phenomenology, 228 plannin
Page 2650:
Document power, 5, 24, 437 autonomy
Page 2654:
Document process technology, 447, 5
Page 2658:
Document Q quality, 87, 393, 476 se
Page 2662:
Document research integrative view,
Page 2666:
Document resource partitioning, 432
Page 2670:
Document business ethics, 41 stakeh
Page 2674:
Document training, 577 selection in
Page 2678:
Document payment systems, 406 perso
Page 2682:
Document social loafing, 200, 206,
Page 2686:
Document international management,
Page 2690:
Document strategy implementation, 5
Page 2694:
Document symbolic architecture, 67
Page 2698:
Document job characteristics, 264 j
Page 2702:
Document tit-for-tat, 443 top manag
Page 2706:
Document uncertainty, 592 avoidance
Page 2710:
Document shared, 599 socialization,
Page 2714:
Document life stages, 297 paid work
Page 2718:
Document Y Yin, R. K., 483 file:///
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