Managing dyadic interactions in organizational leadership

"The book begins with a comprehensive introduction which sets out the conceptual foundations of the dyadic approach and delineates a model. In the next chapter the methodology employed in both the first study and the corroborative study is outlined. The empirical data collected from these studies, which were conducted at different times, is used to develop a two-dimensional scale for measuring the quality of interaction. The next three chapters present the results of the research and their implications.

Among the issues discussed by the authors are: the statistical properties of their newly developed scale; the interaction of the personal attributes of the leader and the member; the interaction of leadership orientation and personal attributes with climate; strategies used by leaders and members to influence each other; and the outcome of these interactions such as the satisfaction or commitment of the subordinate." "The analysis in the concluding chapter lays stress on the Indian social melieu and the Indian value system." "It will interest all those in the fields of organizational behavior, leadership studies, human resource development, psychology, organization theory, and management."--Jacket.