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Article
Publication date: 1 March 2004

Pantelis Pechlivanidis and Angeliki Katsimpra

This study's aim is to explore the role of the manager‐leader when decisions are being implemented. Contingency theories of leadership served as a primary basis on this direction…

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Abstract

This study's aim is to explore the role of the manager‐leader when decisions are being implemented. Contingency theories of leadership served as a primary basis on this direction. The choice of a specific version of his/her supervisory style turned out an interplay of critical factors. The satisfaction of his/her subordinates in the phase of implementation remained a key for their acceptance/commitment to the goals. The fine tuning with the situation enhanced the prestige and reputation that he/she enjoyed among the corporate networks. More topics complemented the understanding of his/her role: the obstacles arising during a top‐down change program; the implementation dynamism behind the conflicts of the subordinates over decisions; and the subordinates’ daily contribution towards a participative culture.

Details

Leadership & Organization Development Journal, vol. 25 no. 2
Type: Research Article
ISSN: 0143-7739

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