Leadership in Organizations

Parry, Kenneth William; Bryman, Alan

doi:10.4135/9781848608030.n15

Cited by 130 publications

(111 citation statements)

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“…Líderes orientados para pessoas buscariam fundamentalmente criar um forte relacionamento com seus subordinados. Por outro lado, o foco do líder orientado para tarefas seria a produtividade e o cumprimento de metas laborais (Parry & Bryman, 2006). Apesar de o interesse por essa perspectiva ter diminuído na atualidade (Day & Antonakis, 2012), muitas de suas ideias originais foram incorporadas em perspectivas posteriores sobre a liderança.…”

Section: Histórico Das Pesquisas Sobre Liderançaunclassified

Conhecimento Científico sobre Liderança: Uma Análise Bibliométrica do Acervo do The Leadership Quarterly

Turano

Cavazotte

2016

Rev. adm. contemp.

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Resumo Este trabalho investiga a produção científica contemporânea sobre a liderança publicada no The Leadership Quarterly (LQ), o principal periódico internacional dedicado exclusivamente ao tema. O estudo se baseia na aplicação do método bibliométrico aos 368 artigos publicados pela revista nos últimos seis anos, e examina sua autoria, origem e orientação teórica, bem como suas citações e cocitações. O resultado da análise indica que as Novas Teorias sobre a Liderança (Liderança Carismática, Transacional e Transformacional) e a Teoria das Trocas Líder-Seguidor (LMX) são os corpos teóricos dominantes no periódico. Esses trabalhos se orientam, majoritariamente, pela abordagem positivista e aplicam metodologias quantitativas de pesquisa. Essas observações são discutidas quanto às suas implicações para a difusão da produção científica sobre a liderança no contexto nacional e internacional.

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Section: Histórico Das Pesquisas Sobre Liderançaunclassified

Conhecimento Científico sobre Liderança: Uma Análise Bibliométrica do Acervo do The Leadership Quarterly

Turano

Cavazotte

2016

Rev. adm. contemp.

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“…Knowledge in an organization exits at multiple levels -individual, group and organizational levels (De Long & Fahey, 2000). Parry (2010) notes that knowledge creation takes place primarily at the individual level, knowledge sharing takes place at the group level, and utilization of knowledge occurs at the organizational level. Nonaka and Takeuchi (1995) pointed out that organizations cannot create knowledge without individuals and, unless individual knowledge is shared by other individuals and groups, such knowledge is likely to have limited impact on organizational effectiveness.…”

Section: Introductionmentioning

confidence: 99%

Sharing of Knowledge among Faculty in a Mega Open University

Santosh

Panda

2016

Open Praxis

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Developments in ICTs and knowledge societies have revolutionized the traditional paradigms of education. There is a lot of emphasis on a culture of sharing and collaboration in the education scenario of today though educators have certain inhibitions about sharing of knowledge, ideas and resources. The present study was undertaken to explore the sharing behaviour of the faculty of the National Open University in India. Data was collected through a structured questionnaire on knowledge sharing behaviour and barriers to sharing from 62 faculty members belonging to various disciplines. The findings suggested that sharing was less preferred voluntarily and in networks; publishing was most preferred knowledge sharing mechanism; sharing of learning materials was more encouraged in the institution; and borrowing from Internet was more preferred. The important perceived barriers included lack of recognition and absence of organizational knowledge sharing culture. The findings have been discussed in relation to related research and the existing institutional context.

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“…Perhaps we need to acknowledge such limitations no matter how uncomfortable they are in order to in Kotter terminology (1996) 'create the sense of urgency' required to change how we research, theorize and teach change leadership. Alternatively, there may still be some wriggle room in Parry's (2011) troubling overview in that whilst we acknowledge an excess of practitioner-orientated literature, we can take reassurance by looking to our refereed journals for the empirically informed insights into leadership and organizational change.…”

Section: Change Leadership: An Oxymoronmentioning

confidence: 99%