Leadership succession: tactics for change
Article Abstract:
The tactics used by leaders to implement change and the resistance tactics of subordinates were examined by conducting two studies. In the first study, data were collected through interviews with 24 Army officers. The results indicated that the Army leaders' tactics were similar to those of civilian leaders, and Army subordinates' tactics were similar, but more restricted, than those of civilian subordinates. In the second study, data were collected by questionnaires administered to 52 Army officers, 32 Reserve Officer Training Corps cadets, and 46 noncommissioned officers. The results indicated that the Army leaders' evaluations of implementation tactics varied as a function of leadership experience and the degree of subordinates' resistance to change, and the Army subordinates' evaluations of tactics varied as a function of their acceptance of or resistance to change.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1991
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Career commitment: functions, correlates, and management
Article Abstract:
A survey of 341 managerial employees and 85 professional employees was conducted to analyze how situational and personal elements affect the establishment of personal career goals and how this career commitment affects career development. Research results indicate that the most significant correlate of career commitment is working with a mentor. Other correlates that are positively connected with career commitment include age, locus of control, and years of education. Research results also indicate that role ambiguity had a negative correlation to career commitment for research subjects.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1990
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