Leaders and Managers essay

Leaders and Managers essay
Leaders and Managers essay
Refocusing has become one of the major strategies pursued by large organizations in the 1990s. Prior research in the area of upper echelons (top management team) leadership has revealed that there is a strong relationship between top management team characteristics and organizational strategies and outcomes. However, researchers have confined their studies to exploring the impact of observable upper echelon characteristics, namely the demographic traits on corporate strategies and performance. In this paper I will try to integrate main sets of upper echelon leadership characteristics.

During the past decade there has been considerable research investigating the relationship between upper echelons (top management team) leadership characteristics and organizational strategies and outcomes. The leadership of upper echelons is critical to success in companies.

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To a very large extent, such behavior on the part of top managers can be explained using the principle of bounded rationality (Reger, Mullane, Gustafson and Demarie, 1994). According to this principle, managers are not completely rational in the decisions they take. Managers are often constrained by the limited information they receive from the external and internal environments and therefore, take decisions which can be described as rational only within certain bounds. Therefore, it is important to develop a theoretical framework in the area of upper echelons leadership for understanding how the psychological characteristics of top managers influence the relationship between their demographic characteristics and organizational strategies and outcomes.
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