Download Distance Leadership in International Corporations: Why by Nadine Poser PDF

By Nadine Poser

Nadine Poser highlights the necessity for electronic transformation in foreign firms, not just from a company viewpoint yet from a human viewpoint. details know-how is at the upward thrust and with it the call for for hugely influential electronic leaders. The ebook covers the query lower than which stipulations management can conquer actual distance. the writer intentionally shifts the eye from those that result in those that follow.

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Extra resources for Distance Leadership in International Corporations: Why Organizations Struggle when Distances Grow

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Thus, leaders in high quality LMX relationships tend to challenge followers, whereas lower LMX quality results in much more authority (Fairhurst & Chandler, 1989). Team members involved in a high quality relationship with their supervisor are given several advantages over those who have low quality work relationships. Benefits include generous resources, superior projects and emotional support (Liden & Graen, 1980). , 2003). The role of trust in distance relationships Situations of predominantly virtual collaboration raise issues of trust between leaders and followers.

Self-leadership is furthermore affected by a higher degree of self-guidance compared to self-management. Manz (1986) depicts self-leadership as a perspective of leading the self toward personal standards and intrinsic motivation. He conceives self-leadership as “a comprehensive self-influence perspective that concerns leading oneself toward performance of naturally motivating tasks as well as managing oneself to do work that must be done but is not naturally motivating” (Manz, 1986, p. 589). Furthermore, he identifies three key factors of self-leadership: (1) standards for self-influence, (2) intrinsic work motivation, and (3) strategies for employee self-control.

It is assumed that, for example, transactional leadership predicts only low degrees of creativity and innovation, whereas empowering leadership behavior is believed to lead to a high level of creativity and innovation in organizations. Particularly, employees in environments that are rather unstructured might benefit from empowering leadership which might consequently lead to employee empowerment. Yet, there are situations in which different leadership behaviors might be more appropriate (Houghton & Yoho, 2005).

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