Comportamiento Organizacional

Organizational Behavior an d Human Peiformance, agosto de 1974, pp. 62-82; y B. M. Fisher. “Consideration an d Initiating S tru ctu re a n d Their R elationships w ith Leader Eflectlveness: A Meta-Analysis". F. Hoy (ed.), Proceedings o f the 46th A cadem y o f Managem ent Conference. Anaheim , CA, 1988, pp.201-05. '^R. K ahn y D. Katz, "Leadership Practices in Relation to Productivity a n d Morale". D. C artw right y A. Zander (eds.). Group Dynamics: Research and Theory. 2a. ed,, (Elmsford, NY: Row, Paterson. 1960). *^R. R. Blake y J . S. Mouton, The Managerial Grid. (Houston: Gulf, 1964). '^ é a s e , por ejemplo, R. R. B lak ey J. S. Mouton. “A Comp>aratlve Analysis ofSltuaUonallsm and 9,9 Management by Principle", Organizational Dynamics, primavera de 1982. pp. 20-43. '®Véase, por ejemplo. L. L. Larson. J . G. H u n ty R. N. O sborn, T h e G reat Hl-Hl Leader Behavior Myth: A Lesson from O ccam 's Razor", A cadem y o f Managem ent J o u m a i diciembre d e 1976. pp. 628-41; y P. C. Nystrom, "M anagers and th e Hl-Hl Leader Myth", A cad em y o f Managem ent J o u m a i Junlo d e 1978, pp. 325-31. ’^Este recuadro e stá basado en J. G rant, "Women a s Managers: W hat They Ciin Offer to O rganizations", Organizational Dynamics, Invierno de 1988, pp. 56-63; S. H e lg e ^ n , The Female A dm n tag e: Women's W ays o f Leadership. (Nueva York: Doubleday, 1990); A. H. Eagly y B. T. Jo h n so n . "Gender and Leadership Stjde: A Meta-Analysis", Psychological Bulletin, septiem bre de 1990. pp. 233-56; A. H. Esigly y S. J . K arau, "Gender and th e Emergence of Leaders: A Meta-Analysis". Journal o f Personality a n d Social Psychology, mayo de 1991. pp. 685-710. J . B. Sorener, "Ways Women Lead". Harvard B u sin ess Review, noviembre-diciembre de 1990, pp. 119-25; y "Debate: Ways Men a n d Women Lead". H anxird B u sin ess Review, enero-febrero de 1991. pp. 150-60. * ^ é a s e . por ejemplo, los tre s estilos —autocràtico, participativo y laissez-falre— pro­ p u e sto s po r K. Lewin y R. Lipplt, "An Experim ental Approach to the S tu d y of A utocracy and Democracy: A Prelim inary Note", Sociometry, Núm. i (1938), pp. 292-380; o la teoría 3-D p ro p u esta por W. J . Reddln, Managerial ^ e c tli v n e s s (Nueva York: McGraw-Hill, 1970). *®J.P. Howell, P. W. D orfm any S. Kerr, "Moderating V ariables in L eadership Research", A cadem y o f Management Rot'tem, enero de 1986, pp. 88-102. ^*^F. E. Fiedler, A Theory o f lea d ersh ip Effectii>cness, (Nueva York: McGraw-Hill. 1967). ^*S. Shifflett, "Is there a Problem w ith th e LPC Score In LEADER MATCH?", Personncí Psychology, invierno de 1981, pp. 765-69. E. Fiedler, M. M. C hem ers y L. Mahar, Improviiig Ix^adershlp Effectiiyeness: The Leader Match Concepì, (Nueva York: Jo h n Wiley, 1977). ^ L . H. Peters, D. D. H artk ey J. T. Phlm an, "Fiedler’s Contingency Theory of Leadership: An Application of th e Meta-Analysis Procedures of S chm idt and Hunter", Psychological Bulletin, m arzo de 1985, pp. 274-85. ^■‘ibld. ^ ^ é a s e , por ejemplo, R. W. Rice, "Psychometric Properties of th e E steem for th e Least Preferred Coworker (LPC) Scale’',A cad em y o f Management Review , enero de 1978, pp. 106-18 C. A. Schriesheim , B. D. B annister y W. H. Money. “Psychom etric Properties o f th e LPC Scale An E xtension of Rice’s Review", A cadem y o f Management Review , abrll de 1979. pp. 287-90 y J . K. Kennedy. J . M. Houston. M. A. Korgaard y D. D. Gallo. "C on stru ct Space of th e Least Preferred Co-Worker (LPC) Scale”, Educational St. Psychological M easurement, otoño de 1987. pp. 807-14. ^®Véase E. H. Scheln, Organizational Psychology, 3 a. ed., (Englewood ClilTs, NJ: Prentice Hall. 1980), pp. 116-17; y B. Kabanoff, "A C ritique of Leader M atch a n d Its Implications for L eadership Research", Personnel Psychology, invierno de 1981, pp. 749-64. ^^F. E. Diedler y J . E. Garcia, N ew Approaches to Effectliye Leadership: CognitU^ Resoiirces and Organizational Performance, (Nueva York: Jo h n Wiley & Sons, 1987). ^ ¡b id . p. 6. R. P. Vecchio, "Theoretical a n d Empirical E xam ination of Cognitive R esource Theory", J oum a i o f Applied Psychology, abril de 1990, pp. 141 -47. ^®P. Hersey y K. H. B lanchard, "So You W ant to Know Your Leadership Style?", Training and Deiyelopment Jounial, febrero de 1974. pp. 1-15; y P. Hersey y K. H. B lanchard, M anag em en tq fOrganizational Behavior: Utilizing Human Resources, 4a. ed.. (Englewood CliiTs, NJ: Prentice Hall, 1982), pp. 150-61. ^ ’Hersey y B lanchard. Management o f Organizational Behavior, p. 171. 32 p. Hersey y K. H: B lanchard. "Grid Principles and Situatlonallsm : Both! A Response (o Blake an d Mouton", Group a n d Organization Studies, Junio d e 1982, pp. 207-10. ^^R. K. Hambleton y R. Gumpjert, "The Validity of Hersey a n d B lanchard's Theory of Leader Effectiveness", Group A Organizational Studies, Junio de 1982, pp. 225-42; C. L. GraefT. "The S ituational Leadership Theory: A Critical View", A cadem y o f Managem ent Review , abrll de 1983, pp. 285-91; R. P. Vecchio, ‘S ituational Leadership Theory: An Exam ination of a PrescrIptlve Theory", Jo iim a/o /’App/iedPsychofopiy, agosto de 1987, pp. 444-51; J . R. Goodson, G. W. McGee y J . F. C ashm an. "Situational Leadership Theory; A Test o f Leadership Prescrip­ tions", Group & Organtzation Studies, diciembre de 1989, pp, 446-61; yW . B lank, J . R. Weitzel y S. G. Green, "A Test of th e S ituational Leadership Theory", Personne/ Psuchologu, otoño de 1990, pp. 579-97.