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21 - Implications of the Changing Nature of Work for Employee Attitudes and Work Perceptions

from Part III - Implications for Talent Management and Impact on Employees

Published online by Cambridge University Press:  02 April 2020

By
Lauren A. Wegman  and
Brian J. Hoffman
Edited by
Brian J. Hoffman ,
Mindy K. Shoss  and
Lauren A. Wegman
Brian J. Hoffman
Affiliation:
University of Georgia
Mindy K. Shoss
Affiliation:
University of Central Florida
Lauren A. Wegman
Affiliation:
University of Georgia
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Summary

As the nature of work and the workplace continue to change, leaders need to become adept at changing how they lead. In this chapter, we describe four broad leader behavior categories (task-oriented, relations-oriented, change-oriented, and external behaviors), their specific component behaviors, and evidence for the importance of these behaviors. We also describe several major changes facing leaders in the coming years, including demographic changes in the workforce, technological changes, changes in occupations and work tasks, and global and strategic changes. Then we provide suggestions for how leaders should flexibly use the different types of behaviors to reflect these changes and the leadership situation. Finally, we offer some suggestions for future research that would make theoretical and methodological contributions to the leadership literature.

Keywords

changing nature of workleader behaviorsflexible leadershipsituational leadership
Type
Chapter
Information
The Cambridge Handbook of the Changing Nature of Work , pp. 446 - 466
Publisher: Cambridge University Press
Print publication year: 2020

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