| Chapter 1 Introduction 1.1 Introduction 1.2 Importance of"the leadership-performance relationship 1.3 Research questions 1.4 Research model 1.5 Significance of this research 1.6 Outlineof this book Chapter 2 Literature Review 2.1 Introduction 2.2 Link between leadership and organisational performance 2.3 Definition of leadership 2.4 The history of leadership 2.5 Leadership typologies 2.6 Characteristics of Avery's leadership paradigms 2.6.1 Classical leadership 2.6.2 Transactional leadership 2.6.3 Visionary （transformational, charismatic） leadership 2.6.4 Organic leadership 2.6.5 Summary 2.7 Review of the performance measurement literature 2.8 Leadership paradigms and organisational performance 2.8.1 Classical leadership and organisational performance 2.8.2 Transactional leadership and organisational performance 2.8.3 Visionary leadership and organisational performance 2.8.4 Organic leadership and organisational performance 2.8.5 Hypotheses 2.9 Importance of mediating variables 2.9.1 Mediating role of vision 2.9.2 Mediating role of organisational climate 2.9.3 Mediating role of trust between leader and followers 2.10 The relationships between leadership paradigms, staff turnover/manager tenure and organisational performance 2.10.1 The relationship between leadership paradigms and staff turnover 2.10.2 The relationship between leadership …… Chapter 3 Research Methodology Chapter 4 Data Preparation and Measurement Model Chapter 5 Hypothesis Testing and Research Findings Chapter 6 Discussion and Implications References Appendices |
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