Leadership Training: Some Dysfunctional Consequences

Power in Management and Organization Science

“…Foundational studies here identify a range of bases of power that individuals draw upon in their political maneuvering (French and Raven, 1968). Psychological based investigations propose that certain personality types play an important role in shaping the propensity and ability of individuals to engage in organizational politics (House et al, 1968). Bureaucratic theories of power highlight that the scope an individual has to exercise political power is shaped by the official office they hold (Merton, 1957).…”

Compliance or Obscurity? Online Anonymity as a Consequence of Fighting Unauthorised File‐sharing

“…By formulating the "unanticipated consequences of purposive social action" in 1936, Merton gave a higher profile to the idea of hidden effects to action. This idea has reverberated in a multitude of areas, often with reference to Merton (Aubert 1954;Brown 1992;Christie 1965;House 1968;Mathiesen 2005;McAulay 2007;Ridgway 1956;Roots 2004;Sunstein 1994). Merton defined function as "those observed consequences, which make for the adoption or adjustment of a given system" (1949/1968, 105).…”

Influence of trainee characteristics, instructional satisfaction, and organizational climate on perceived learning and training transfer

“…As several researchers have suggested, supervisory variables impose a critical influence on the likelihood of successful transfer (Baldwin & Ford, 1988;Georgenson, 1982;House, 1986;Huczynski & Lewis, 1980;Lim, 2001). According to Lim' s study (2000), among the many peoplerelated work environment factors, three factors appeared to influence transfer more than others: discussion with supervisors about using the new learning, the supervisor' s involvement or familiarization of the training, and positive feedback from the supervisor.…”