Reciprocity collective leadership with hard and soft influence tactics based on Carson (The case of staff Isfahan steel company)
Subject Areas : Public Policy In AdministrationMohammad Malek Mohammadi Faradonbeh 1 , Mohammad Reza Dalvi 2
1 - PhD student in Public Administration Human Resources Branch Dehaghan Branch
2 - PhD of Business Administration, Islamic Azad University assistant professor and faculty Dehaghan Branch mdalvi@dehaghan.ac.ir
Keywords: Shared or collective leadershi, soft influence tactics, tactics came in hard, clear task, task cohesion,
Abstract :
Background: One of the new ideas of leadership that emphasizes the active participation of all employees in different activities, leadership is shared. Leadership feed all employees play an active role and to organizational goals attempted and in the meantime one of the most important determining factors in leadership effectiveness, success in influencing people and managers of successful has the ability to impact both on the and on the upper arms and the Hmpaygan simultaneously be used. This study aimed to investigate the relationship between the three dimensions of collective leadership with soft and hard tactics to influence the staff's Esfahan Steel Company.data were collected by a researcher-made questionnaire drawn through the ladder of abstraction that validity and reliability was approved.Results: The method equation modeling, to analyze data and research results show that the dimensions of collective leadership ambiguous task, task cohesion and indoor tactics came in soft and hard, which consists of commitment, consistency there is a positive relationship between resistance and solidarity.
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