Leadership: The Operant Model of Effective

Judith Komaki examines the working practices of those managers who were described by their colleagues as either good or bad at motivating others, finding that the most effective manager actively observed their employees and discussed details of their work. Using this basic practice as a model,Leadershipanalyzes both the theory and the practical implications of monitoring employees' work in organizations and shows how such practice improves motivation. She combines behavioral and cognitive theories of leadership and proposes a new model for the study of leadership: the Operant Model of Effective Supervision.

List of figures

viii

(1)

List of tables

ix

(3)

Preface

xii

1 Background

1

(23)

2 Introducing the model

24

(6)

3 Defining and measuring what leaders do

30

(49)

4 Research on the model: Behaviors and effectiveness of leaders

79

(52)

5 Research on the model: Why the model works

131

(21)

6 Research on the model: Boundaries and breadth of the model

152

(29)

7 Taking stock

181

(22)

8 Implications for future theory, research, and practice

203

(36)

Notes

239

(8)

References

247

(18)

Name index

265

(7)

Subject index

272

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Leadership: The Operant Model of Effective Supervision

Summary

Table of Contents

Supplemental Materials