Henry P Sims
Datos Biográficos
| ID | 94115 |
|---|---|
| NOMBRE | Henry P Sims |
| NOMBRES | Henry P |
| APELLIDO | Sims |
| FIRMA | SIMS H P |
| AFILIACIONES | Pennsylvania State University |
| VERIFICADO | No |
| TOTAL DE OBRAS | 10 |
| TOTAL DE CITAS | 52 |
| TOTAL COMO AUTOR | 10 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 1980 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2007 |
| ÍNDICE H | 3 |
Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership
This study examines the effects of leaders' self-awareness of their own leadership on followers' satisfaction, self-leadership, and leader effectiveness. A leader's self-awareness was conceptualized as the degree of similarity between the leader's self-description and his or her followers' descriptions of leader behaviors. Transformational and empowering leadership are measured from 48 leaders and 222 of their followers. Results from confirmatory…
Shared leadership
The fascination with leadership seems an enduring human condition. Numerous theories of leadership have been espoused over the centuries. The primary emphasis of these theories has been the individual leader. The purpose of this research is to widen the debate on leadership to include, not only individual level leadership, but also to explore the possibilities of `shared leadership' at the group level of analysis and thus suggest movement toward …
Vertical versus shared leadership as predictors of the effectiveness of change management teams
This study investigated vertical versus shared leadership as predictors of the effective-ness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leadership is distributed among, and stems from, team members. Team effectiveness was measured approximate…
Justice and organizational punishment
The Thinking Organization
On Avoiding the Influence of Implicit Leadership Theories in Leader Behavior Descriptions
Previous research has shown that questionnaire measures of leader behavior can be susceptible to response bias stemming from individual “implicit leadership theories.” The research reported here extended this work by exploring the impact of implicit theories in a managerial context, using both an objective leader behavior manipulation and a leader performance cue manipulation. The findings confirmed that the popular measure initiating structure a…
Searching for the “Unleader”
The increasing adoption of the self-managed work group approach in organizations has created apuzzling paradox for leadership practice: How does one lead those that are supposed to lead themselves? Employee views at several organizational levels within a production plant that uses a self-managed work system are presented. The data were obtained from direct observation combined with another rather unique methodological approach (a variation of the…
The Potential for "Groupthink" in Autonomous Work Groups
As a result of current problems facing modern organizations a number of strategies have been implemented. The introduction of a work system based on autonomous work groups is one such strategy. A danger to the effectiveness of autonomous work groups is the potential for "groupthink." "Groupthink" is described and suggested to provide a useful observational behavioral category system for studying autonomous work group decision processes. Actual au…
Job scope relationships
A Typology for Integrating Technology, Organization, and Job Design
This paper proposes a theoretical model of technology that consists of three elements: workflow predictability, task predictability, and job interdependence. Various configurations of these three elements can be formed into "cells" that describe different technologies. The different modes of managerial control and self-regulation associated with each cell are discussed. The paper then combines the technology model with Hackman and Oldham's model …
A Typology for Integrating Technology, Organization, and Job Design
This paper proposes a theoretical model of technology that consists of three elements: workflow predictability, task predictability, and job interdependence. Various configurations of these three elements can be formed into "cells" that describe different technologies. The different modes of managerial control and self-regulation associated with each cell are discussed. The paper then combines the technology model with Hackman and Oldham's model …
Searching for the “Unleader”
The increasing adoption of the self-managed work group approach in organizations has created apuzzling paradox for leadership practice: How does one lead those that are supposed to lead themselves? Employee views at several organizational levels within a production plant that uses a self-managed work system are presented. The data were obtained from direct observation combined with another rather unique methodological approach (a variation of the…
The Potential for "Groupthink" in Autonomous Work Groups
As a result of current problems facing modern organizations a number of strategies have been implemented. The introduction of a work system based on autonomous work groups is one such strategy. A danger to the effectiveness of autonomous work groups is the potential for "groupthink." "Groupthink" is described and suggested to provide a useful observational behavioral category system for studying autonomous work group decision processes. Actual au…
Justice and organizational punishment
Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership
This study examines the effects of leaders' self-awareness of their own leadership on followers' satisfaction, self-leadership, and leader effectiveness. A leader's self-awareness was conceptualized as the degree of similarity between the leader's self-description and his or her followers' descriptions of leader behaviors. Transformational and empowering leadership are measured from 48 leaders and 222 of their followers. Results from confirmatory…
Job scope relationships
A Typology for Integrating Technology, Organization, and Job Design
This paper proposes a theoretical model of technology that consists of three elements: workflow predictability, task predictability, and job interdependence. Various configurations of these three elements can be formed into "cells" that describe different technologies. The different modes of managerial control and self-regulation associated with each cell are discussed. The paper then combines the technology model with Hackman and Oldham's model …
Job scope relationships
The Potential for "Groupthink" in Autonomous Work Groups
As a result of current problems facing modern organizations a number of strategies have been implemented. The introduction of a work system based on autonomous work groups is one such strategy. A danger to the effectiveness of autonomous work groups is the potential for "groupthink." "Groupthink" is described and suggested to provide a useful observational behavioral category system for studying autonomous work group decision processes. Actual au…
Searching for the “Unleader”
The increasing adoption of the self-managed work group approach in organizations has created apuzzling paradox for leadership practice: How does one lead those that are supposed to lead themselves? Employee views at several organizational levels within a production plant that uses a self-managed work system are presented. The data were obtained from direct observation combined with another rather unique methodological approach (a variation of the…
On Avoiding the Influence of Implicit Leadership Theories in Leader Behavior Descriptions
Previous research has shown that questionnaire measures of leader behavior can be susceptible to response bias stemming from individual “implicit leadership theories.” The research reported here extended this work by exploring the impact of implicit theories in a managerial context, using both an objective leader behavior manipulation and a leader performance cue manipulation. The findings confirmed that the popular measure initiating structure a…
The Thinking Organization
Justice and organizational punishment
Vertical versus shared leadership as predictors of the effectiveness of change management teams
This study investigated vertical versus shared leadership as predictors of the effective-ness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leadership is distributed among, and stems from, team members. Team effectiveness was measured approximate…
Shared leadership
The fascination with leadership seems an enduring human condition. Numerous theories of leadership have been espoused over the centuries. The primary emphasis of these theories has been the individual leader. The purpose of this research is to widen the debate on leadership to include, not only individual level leadership, but also to explore the possibilities of `shared leadership' at the group level of analysis and thus suggest movement toward …
Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership
This study examines the effects of leaders' self-awareness of their own leadership on followers' satisfaction, self-leadership, and leader effectiveness. A leader's self-awareness was conceptualized as the degree of similarity between the leader's self-description and his or her followers' descriptions of leader behaviors. Transformational and empowering leadership are measured from 48 leaders and 222 of their followers. Results from confirmatory…
Psychology (9 obras) · Social Psychology (9 obras) · Computer Science (6 obras) · Job Satisfaction and Organizational Behavior (5 obras) · Political science (5 obras) · Social Psychology (5 obras) · Sociology (5 obras) · Economics (3 obras) · Knowledge management (3 obras) · Management (3 obras)