A test of relationships in a model of organizational cognitive complexity

Article Abstract:

Organizational cognitive complexity was shown to be a function of job level and job complexity, with problem familiarity and variety of work experience helping to improve organizational cognitive complexity perceptions among managers. Organizational cognitive complexity is believed to be the universe from which experienced managers draw upon to create models with which to address problems in the workplace. Higher organizational cognitive complexity measures in managers means better problem solving capacity.

Management Skills, Research, Decision-making, Decision making, Career development, Management techniques, Organizational behavior

---

Integrating managerial perceptions and transformational leadership into a work-unit level model of employee involvement

Article Abstract:

A study examining the indirect relationship between managerial perceptions about their subordinates ability to carry out functions, and about the utility of transformational leadership, with a climate of involvement, into a work-unit level climate, is presented.

Analysis, Leadership, Employee performance

---

A theoretical and empirical extension to the transformational leadership construct

Article Abstract:

Transformational leaders motivate followers into changing their values and beliefs to those of their own, whereas transactional leaders motivate by reward or punishment on dictated behavior.

Statistical Data Included, Human resource management, Employee incentives, Employee motivation

Similar abstracts:

• Abstracts: A matter of feeling? The affective tone of organizational commitment and identification. Organizational identification versus organizational commitment: self-definition, social exchange, and job attitudes
• Abstracts: Alumni and their alma mater: a partial test of the reformulated model of organizational identification. Buyer-supplier alliances in the automobile industry: how exit-voice strategies influence interpersonal relationships
• Abstracts: Asking "why?" in the workplace: causal attributions and organizational behavior. Cognitive divergence and shared mental models in software development project teams
• Abstracts: Toward a sense of organizational humor: implications for organizational diagnosis and change. Holding environments at work
• Abstracts: Client empowerment in the human services: personal and professional agenda. The role of environment in mental health: individual empowerment through social restructuring

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.