How well do you lead your team? Five destructive behaviors
Tags: EXECUTIVES -- Attitudes
- Can't get much satisfaction. // People Management;02/05/98, Vol. 4 Issue 3, p9
Cites a study into the attitudes of managers to working life, conducted by researchers Linda Holbeche and Caroline Glynn at Roffey Park Management Institute.
- Being treated like a veep. Grindlay, Andrew // Business Quarterly;Spring95, Vol. 59 Issue 3, p7
Presents steps one can take that might increase the chance of being treated like a vice president and perhaps even becoming one. Includes dressing like a vice president; Talking like a vice president; Writing like a vice president; Being polite at all times.
- Heat things up by abandoning tepid attitudes. Peters, Tom // Crain's Cleveland Business;4/11/94, Vol. 15 Issue 15, Crain's Small Business pS-5
Offers advice concerning the attitudes of executives and business leaders. Avoiding tepid attitudes.
- The strangest boss I ever had. Symchak, Richard // Inside Tucson Business;06/29/98, Vol. 8 Issue 14, p4
Editorial. Focuses on the attitude of the author's boss. Analysis of the boss' character; Discussion of the boss' strange habits; Importance of privacy in the boss' life; Marriage of the boss to the secretary from the neighboring office.
- The adventures of `Lookin' Good' Lewis. Mariotti, John // Industry Week/IW;11/17/97, Vol. 246 Issue 21, p100
Reveals how an unprincipled manager could cause trouble in an organization. Characteristic of being superficially pleasant to everyone; Attitude of blaming others to protect one's image.
- Leadership in Western and Asian countries: Commonalities and differences in effective leadership... Dorfman, Peter W.; Howell, Jon P. // Leadership Quarterly;Fall97, Vol. 8 Issue 3, p233
Presents a study which tested the hypothesis that addresses the leadership behavior and processes for managers and professional workers in North America and Asian countries. Reference to the House's Path-Goal Theory and Yukl's Multiple Linkage Model; Identification of the Asian countries...
- Leadership perceptions in cross-cultural context: Pakeha and Pacific Islanders in New Zealand. Chong, Lee Moya Ah; Thomas, David C. // Leadership Quarterly;Fall97, Vol. 8 Issue 3, p275
Presents a study which examined ethnic groups perceptions of the leadership style of leaders who were culturally similar or different to themselves in four organizations in New Zealand. Methodology employed in the study; Details on a field study of Pakeha and Pacific Island employees; Factors...
- Don't grow attached to your new managers. Romano, Catherine // Management Review;May94, Vol. 83 Issue 5, p8
Reports on the study published in the `Academy of Management Journal' showing that young managers grow less committed to their companies after two years. Survey of 96 young managers after they received their master of business administration degrees and then two years later; Reasons for young...
- Fee concerns divide managers, sponsors. Levine, Phil // Pensions & Investments;09/15/97, Vol. 25 Issue 19, p4
Highlights a survey conducted by Callan Associates in San Francisco California which indicates that each side often views the same financial world from very different perspectives. Reference to pension executives perceiving the investment firms' pre-tax profit margins to be higher than that...
- Are your managers becoming irreplaceable? // PHC Profit Report;1/1/96, Vol. 4 Issue 1, p4
Presents warning signs that may be helpful in identifying potential managerial problems. Hoarding of information; Refusal to delegate responsibility to other employees; Behavior problems; Relationship with other employees.