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Assertiveness and effective leadership: is there a tipping point?
The article explores the nuanced relationship between assertiveness and effective leadership, highlighting research by Ames and Flynn (2007) which reveals that moderate levels of assertiveness are perceived as most effective. Leaders with either low or high assertiveness are viewed negatively, with low assertiveness linked to instrumental failures (e.g., inability to achieve goals) and high assertiveness damaging social outcomes (e.g., relationships). The study underscores the importance of situational flexibility in leadership assertiveness. The article refer Moss et al. (2007), emphasizing how transformational leadership enhances organizational commitment, particularly among employees high in openness to experience. Such leadership fosters creativity and innovation, benefiting both employees and organizations. And, there's discussion about the economic costs of bribery, citing Fisman and Svensson's findings that bribery significantly hampers firm growth—more so than taxation—due to its diversion of resources without societal benefits. This research challenges the notion that bribery is merely an ethical issue, framing it as a critical economic detriment. Collectively, the article bridges leadership behavior and organizational outcomes, advocating for balanced assertiveness in leaders and ethical practices to sustain growth and employee engagement.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| AMP2103 | PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | Briarcliff Manor, NY: Academy of Management 2007 |
|---|---|
| Edisi | Vol. 21, No. 3, Aug., 2007 |
| Subjek | Social outcomes Assertiveness curvilinear relationship leadership effectiveness leadership perception |
| ISBN/ISSN | 15589080 |
| Klasifikasi | NONE |
| Deskripsi Fisik | 3 p. |
| Info Detail Spesifik | Academy of Management Perspectives |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |