Suchergebnisse

In this book, Hoyk and Hersey describe 45 "unethical traps" into which any one of us can fall. These traps, they say, can erupt in any organizational environment. Some of these traps distort our perception of right and wrong-so we actually believe our unethical behavior is right. Many of them are psychological in nature, and if we are not aware of them they are like illusions-webs of deception. In the authors' analysis, these traps significantly contributed to the large-scale corporate disasters we witnessed in recent years. Hoyk and Hersey take account of these realities and offer a "real-world" method that will predict, preclude, and, if necessary, "get us out of" these traps. Given the increased scrutiny under which all executives and mangers operate today, this book is a 'must read' for anyone who is charged with achieving an organization's mission-whether that mission is increasing profit, serving the common good, or both

Situational Leadership Theory was used to design and conduct two training courses for managers. Appropriate Situational Leadership styles were varied during the course, according to students' task maturity. When final examina tion scores for these groups were compared with scores obtained by managers in two control groups-receiving identicaL content, but not Situational Leader ship-based training-the managers in the experimental groups were found to have scored significantly higher. It is suggested that Situational Leadership Theory may be productively applied in training and educational as well as typical management situations.

This article integrates the concept of power with situational leadership by relating the perception of a leader's power bases with various leader ship styles. The sources of power are identified; situational leadership is reviewed; and a new instrument, the Power Perception Profile, is de scribed and discussed. Maturity levels are defined, and their relation ships to power sources and leadership styles are discussed.