The effect of leadership and values on organizational liminality: transformational leadership as a mitigating factor
Scioli, Maria Vittoria (A.A. 2020/2021) The effect of leadership and values on organizational liminality: transformational leadership as a mitigating factor. Tesi di Laurea in Global organization design and HRM, Luiss Guido Carli, relatore Luca Giustiniano, pp. 100. [Master's Degree Thesis]
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Abstract/Index
Literature review. Organisational liminality. Organisational culture. Leadership and culture interconnection. Leadership in organizations and management of ambiguity. Origins of liminality and its relevance within the organisational environment. Anthropological roots and origin of the term liminality. Rites: from tribal and traditional ceremonies to organisations. Organizational liminality: contingent employment and organizations. Liminality of the worker. The influence of culture on the organisational environment and liminality. How culture enters the organisational field: the significance of individuals' values. The interplay between national and organisational culture. How employees from different national cultures deal with and change and uncertainty. Cultural values and liminality. The role of leadership on ambiguity management within organizations and on liminality. Importance of leadership in the organisational context and its relationship with management. The leader’s role and the connection between leadership and organisational culture. How leadership manages uncertainty. Leadership and liminality. How leadership styles manage uncertainty: transformational leadership as a better option. How can leadership be the element that enables improved management of organisational liminality. Outline of some relevant leadership styles: charismatic, autocratic, ethical, participative and authentic leadership. How different leadership styles deal with ambiguity and liminality: focus on contingency and on employee support. Dual classification of leadership styles: transactional and transformational. Why transformational leadership might be the most appropriate option for dealing with organisational liminality.
References
Bibliografia: pp. 88-100.
| Thesis Type: | Master's Degree Thesis |
|---|---|
| Institution: | Luiss Guido Carli |
| Degree Program: | Master's Degree Programs > Master's Degree program in Global Management and Politics, English language (LM-77) |
| Chair: | Global organization design and HRM |
| Thesis Supervisor: | Giustiniano, Luca |
| Thesis Co-Supervisor: | Lombardi, Sara |
| Academic Year: | 2020/2021 |
| Session: | Summer |
| Deposited by: | Alessandro Perfetti |
| Date Deposited: | 20 Dec 2021 11:30 |
| Last Modified: | 20 Dec 2021 11:30 |
| URI: | https://tesi.luiss.it/id/eprint/30987 |
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