|Title:||Control modes and their consequences for leadership effectiveness|
|Authors :||Müller, Andrea|
|Conference details:||The 17th European Congress of Work and Organizational Psychology Oslo, 20–23 May 2015|
|License (according to publishing contract) :||Licence according to publishing contract|
|Type of review:||Peer review (abstract)|
|Subjects :||Effectiveness; Leadership; Performance; Behaviour|
|Subject (DDC) :||658.4: Executive Management|
|Abstract:||Purpose: Leadership behavior as well as contingency models has been a research concern for decades. In control theory, two important dimensions have been identified: knowledge of cause-effect relations and standards of desirable performance (Kirsch, 1997; Snell, 1992). Dependent on these situational circumstances, leaders enhance their effectiveness displaying more behavioral, output or clan-/self-control. These three approaches are not mutually exclusive, and are frequently used in combination. The adequate portfolio of control modes is still not fully investigated.|
|Departement:||School of Management and Law|
|Organisational Unit:||Center for Human Capital Management (ZHCM)|
|Publication type:||Conference other|
|Appears in Collections:||Publikationen School of Management and Law|
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