Book contents
- The Cambridge Handbook of the Changing Nature of Work
- The Cambridge Handbook of the Changing Nature of Work
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Part I Introduction to the Changing Nature of Work
- Part II What Has Changed?
- Part III Implications for Talent Management and Impact on Employees
- 14 Implications of the Changing Nature of Work for Selection
- 15 Implications of the Changing Nature of Work for Recruitment and Retention
- 16 Performance Management and the Changing Nature of Work
- 17 Implications of the Changing Nature of Work for Training
- 18 Leader Behaviors and the Changing Nature of Work
- 19 The Changing Nature of Teams
- 20 Managing Employees across the Working Lifespan
- 21 Implications of the Changing Nature of Work for Employee Attitudes and Work Perceptions
- 22 Implications of the Changing Nature of Work for the Interface between Work and Nonwork Roles
- 23 Implications of the Changing Nature of Work for Employee Health and Safety
- 24 The Dark Side of Workplace Technology
- 25 Implications of the Changing Nature of Work for the Employee–Organization Relationship
- 26 The Future of Work
- 27 Sustainability as a Driver of Organizational Change
- Index
- References
18 - Leader Behaviors and the Changing Nature of Work
from Part III - Implications for Talent Management and Impact on Employees
Published online by Cambridge University Press: 02 April 2020
Book contents
- The Cambridge Handbook of the Changing Nature of Work
- The Cambridge Handbook of the Changing Nature of Work
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Part I Introduction to the Changing Nature of Work
- Part II What Has Changed?
- Part III Implications for Talent Management and Impact on Employees
- 14 Implications of the Changing Nature of Work for Selection
- 15 Implications of the Changing Nature of Work for Recruitment and Retention
- 16 Performance Management and the Changing Nature of Work
- 17 Implications of the Changing Nature of Work for Training
- 18 Leader Behaviors and the Changing Nature of Work
- 19 The Changing Nature of Teams
- 20 Managing Employees across the Working Lifespan
- 21 Implications of the Changing Nature of Work for Employee Attitudes and Work Perceptions
- 22 Implications of the Changing Nature of Work for the Interface between Work and Nonwork Roles
- 23 Implications of the Changing Nature of Work for Employee Health and Safety
- 24 The Dark Side of Workplace Technology
- 25 Implications of the Changing Nature of Work for the Employee–Organization Relationship
- 26 The Future of Work
- 27 Sustainability as a Driver of Organizational Change
- Index
- References
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.
- Type
- Chapter
- Information
- The Cambridge Handbook of the Changing Nature of Work , pp. 383 - 405Publisher: Cambridge University PressPrint publication year: 2020
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