By John W. Jones, Brian Steffy, Douglas Bray
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Brief, as well as Robert Bovenschulte at Lexington Books. Finally, we thank our spouses, children, and other family members for their encouragement and support. , to San Diego. The person next to me struck up a conversation, and, given that I was otherwise unoccupied, I struck back. One topic followed another, as will happen, and soon we were speaking about our respective jobs. Mine, I indicated, was as a professor and a consultant in the field of industrial and organizational (I-O) psychology.
The point, and it cannot be overly emphasized, is that leadership is quite situational in nature. Leadership is an area in which we can observe a real crossing over of layers of the onion. One layer, the individual, interacts with another layer, the situation, to produce the phenomenon we call leadership. Consider some examples. Start-up high-tech companies require different kinds of leaders than cash cow companies; YMCAs will find leadership in different kinds of people than the success stories in Silicon Valley; and an AT&T in the monopoly era required a different style of leadership from the era of divestiture.
Howe National Information Systems, Inc. Susan E. Jackson New York University P. Richard Jeanneret Jeannert & Associates, Inc. Marilyn Johnson Parkland College Deborah S. Kezsbom MRA Management Resources, Inc. Katherine J. Klein University of Maryland Richard Klimoski The Ohio State University Richard E. Kopelman Baruch College, The City University of New York Thomas R. Krause Behavioral Science Technology, Inc. Lisa Kunz The St. Paul Companies Edward E. Lawler III University of Southern California Michael J.
Applying Psychology in Business by John W. Jones, Brian Steffy, Douglas Bray