Detail The Effects of Group Heterogeneity on The Self-Perceived Efficacy of Group Leaders   Oleh:  Pastor, Juan C. ; Mayo, Margarita ; Meindl, James R. Jenis: Article from Bulletin/Magazine Dalam koleksi: Leadership Quarterly, The vol. 7 no. 2 (1996), page 265-284. Topik: GROUPS DYNAMICS; group heterogeneity; efficacy; group leaders Ketersediaan Perpustakaan Pusat (Semanggi) Nomor Panggil: LL7.2 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada     Lihat Detail Induk Isi artikel Using 68 work groups, including the group leader, this study explores the relationships among demographic diversity, evaluations of group performance, and leaders' self-perceived efficacy. Results show an indirect effect on leaders' self efficacy, mediated by leaders' estimation of group performance levels. Group heterogeneity is associated with more negative group performance, with a resultant decline in the leaders' self efficacy. In addition to this indirect effect, group heterogeneity has a direct and independent effect on leaders' self efficacy. Both effects are greater for self efficacy in charismatic domains than in transactional aspects of leadership. Research and practical implications for diversity and leadership are discussed. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Kembali

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