|Publication type:||Conference other|
|Type of review:||Peer review (abstract)|
|Title:||Control modes and their consequences for leadership effectiveness|
|Conference details:||The 17th Congress of the European Association of Work and Organizational Psychology, Oslo, Norway, 20-23 May 2015|
|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.|
|Fulltext version:||Published version|
|License (according to publishing contract):||Licence according to publishing contract|
|Departement:||School of Management and Law|
|Organisational Unit:||Institute for Organizational Viability (IOV)|
|Appears in collections:||Publikationen School of Management and Law|
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