Leadership and Communication: A Case from Glass, Textile and by Sinan Ünsar
By Sinan Ünsar
This ebook bargains with the innovations of management and verbal exchange in company companies, at first on a normal point after which intimately via an research of particular circumstances. First the booklet offers a contextual framework to provide an explanation for the position and value of the subject. the basis is equipped by means of chosen behavioural and situational theories. Then 15 various management versions and their respective conversation suggestions are unique. The interplay of management and verbal exchange is tested explaining organizational conversation and its instruments. within the 3rd half the publication appears intimately on the glass, cloth and confection industries. It examines the connection among socio-demographic variables of staff, management forms and communique types and structures of managers in those sectors. the result of this research offer researchers and execs with a few feedback for better organizational verbal exchange and higher management practice.
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Extra resources for Leadership and Communication: A Case from Glass, Textile and Apparel Sector in Turkey
Sample text
Charismatic leaders expect their followers to be boundlessly loyal to them (Yavuz 2009:53). 4 Autocratic Leadership In autocratic leadership, decision-making authority is only held by the leader. The advantages of this leadership style can include the freedom of behaving independently and opportunity of taking faster and more effective decisions to autocratic leader. on the other hand, the disadvantages of this style include leader’s excessively egoistic behavior and reducing motivation, job satisfaction and creativity skills of the followers by not giving them right to speak (Bakan and Bu¨yu¨kbes¸e 2010:75).
2. 3 Path-Goal Theory This model was developed by Martin Evans and Robert House. The researchers reported that the leader has two important functions in the organization (Kırel et al. 2004:158). The researchers stated that they realized two important functions which are determining organizational goals and ensuring that determined aims are achieved by supporting their employees in line with desired behaviors and by explaining ¨ zkalp and Kırel 2004:152). them which aims will be rewarded (O House defined four types of leadership behaviors: directive leader, supportive leader, participative leader and achievement oriented leader (Mullins 1996:269– 270).
There is a similarity between the hopes and expectations of the society and the leader. On the other hand, they are regarded as a savior of the society or the group since these leaders bring a new perspective and impetus to the society (Tas¸demir 2009:160). Charismatic leaders are the great actors of leadership arena who persuade their followers and reflect self-confidence. They offer extraordinary solutions to extraordinary situations or problems. Since they don’t experience a conflict between their 20 1 Leadership impressions and emotions, they show determinism for events.