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dc.contributor.authorMüller, Andrea-
dc.contributor.authorScheidegger, Nicoline-
dc.date.accessioned2019-03-13T15:15:24Z-
dc.date.available2019-03-13T15:15:24Z-
dc.date.issued2015-
dc.identifier.urihttps://digitalcollection.zhaw.ch/handle/11475/16054-
dc.description.abstractPurpose: 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.de_CH
dc.language.isoende_CH
dc.rightsLicence according to publishing contractde_CH
dc.subjectEffectivenessde_CH
dc.subjectLeadershipde_CH
dc.subjectPerformancede_CH
dc.subjectBehaviourde_CH
dc.subject.ddc658.4: Leitendes Managementde_CH
dc.titleControl modes and their consequences for leadership effectivenessde_CH
dc.typeKonferenz: Sonstigesde_CH
dcterms.typeTextde_CH
zhaw.departementSchool of Management and Lawde_CH
zhaw.organisationalunitZentrum für Unternehmensentwicklung (ZUE)de_CH
zhaw.conference.detailsThe 17th Congress of the European Association of Work and Organizational Psychology, Oslo, Norway, 20-23 May 2015de_CH
zhaw.funding.euNode_CH
zhaw.originated.zhawYesde_CH
zhaw.publication.statuspublishedVersionde_CH
zhaw.publication.reviewPeer review (Abstract)de_CH
Appears in Collections:Publikationen School of Management and Law

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