This paper presents validational evidence for the Group Therapy Questionnaire (GTQ), a self report instrument designed to detect leadership styles in group therapy. These studies suggest the potential value of the GTQ for investigations requiring measurement of leadership styles. (Author)

An MA-3 progress report on the training of 196 hard-core at the Westinghouse East Pittsburgh works. The personality and charisma of the director of the program are discussed at length. (SE)

When envying Japan's productivity, one should remember that work occurs within a cultural context. It is not immediately obvious whether Japanese management techniques are inextricably bound up with Japanese communication and culture or whether they are universal to all people. (Author)

Situation variables have a significant effect on the risk taking disposition of school leaders though no evidence was found to suggest that leader type (task oriented or relations oriented) may be determined by manifest differences in either observed risk disposition or computed risk shift. (Author/IRT)

Describes push-back leadership, a model of leadership based on the work of Ronald Heifetz and Martin Linksky. Argues that the two key roles of the leader are to give the work back to people and to keep them within a healthy range of disequilibrium that generates creativity and innovation to solve organizational problems. (Author/LRW)

Describes use of Group Environmental Scale (GES) to affect positive changes in leadership style of an elementary school principal. (Contains 3 tables and 27 references.) (PKP)

Discusses the art of leadership based on three premises: Use passion as the driving force, select people who believe in your vision and goals, and do not be the lone ranger. (PKP)

The increased presence of women in the workforce has heightened attention to differences in the management styles of men and women. There is no straightforward answer to the question of whether their management styles differ--there are strong opinions and reasonable arguments on both sides of the question. (JOW)

Leader/member exchange theory is proposed as an alternate approach to the study of organizational leadership. Recent research supports the theory but additional development work is needed. The theory seeks to explain how leader/member relationships develop and the behavioral components of leadership relations. Contains 74 references. (Author/JOW)

One hundred five rehabilitation employees were surveyed on the effect of leadership style on subordinates' perceptions of their work environment and on their job satisfaction. Findings suggest that leadership style affects service delivery. (Author/MKA)

As theories around leadership continue to advance, there seems to be one theme that encompasses all: cognizance, or the very act of being awake. Many authors have exclaimed before that there is no single leadership style that proves to be successful under all circumstances. However, if one considers "awakened leadership" as a…

Principals are responsible for leading efforts to reach increasingly higher levels of student academic proficiency in schools associated with adequate yearly progress (AYP) requirements. The purpose of this quantitative, correlational study was to identify the degree to which perceptions of principal transformational, transactional, and…

This article argues that there has been a clear shift in leadership approaches from those where the leader is in control and commanding i.e., power-based leadership to one where there is empowerment. Here the power comes from the followers and is shared. Burns concepts of transactional and transformational leadership are used interchangeably with…