Mourning, potency, and power in management
Article Abstract:
Managers require a feeling of potency in order to manage, direct, lead, and realize goals. However, mature leadership action is based on relative potency, wherein managers deal with psychological feelings of impotence and and omnipotence by integrating these divergent feelings to ensure neither dominates their behavior. Recognizing or 'mourning' limits and external reality is also critical. The capacity for vision and vigilance and the ability to recognize limitations determines a leader's feelings of relative potency and confidence in their abilities to take risks.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1989
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Transformational leadership: the new challenge for U.S. unions
Article Abstract:
The framework for transformational leadership, developed by Tichy and Ulrich (1984), is used to examine the transformational role of union leadership, in the Teamsters, the United Steelworkers, and the United Auto Workers, unions that are trying to modernize their labor relations systems. The position of the union leaders is not being taken advantage of. The problem of elevating change process effectiveness by utilizing 'top-down change levers,' while avoiding damage to the democratic fabric of unions, is presented.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1987
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Key to the future: the strategic impact of union presidential elections
Article Abstract:
Strategic planning within labor unions is examined. Concentration was on the process of managing a strategic change instead of the content of their strategic choices. The United Steelworkers of America's recent presidential election is used to examine the effects of elections on the strategic direction of unions.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1988
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