By John W. Jones, Brian Steffy, Douglas Bray
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It may be obvious from the above, but it needs saying: leadership is a characteristic people attribute to a person based on observations of that person in interaction with others. The attributions made about the leader are based on some or all of the following kinds of observations: (1) the leader is able to get others, willingly or unwillingly, to do his or her bidding; (2) in the absence of the leader, the behavior of people is disorganized, tentative, and uncertain; and (3) especially in times of stress or crisis, followers look to the leader for guidance and direction.
We are very pleased that Jones, Steffy and Bray took on this massive effort and we are very pleased to have it in our Series. BENJAMIN SCHNEIDER ARTHUR P. BRIEF Page xv PREFACE Managers are typically well versed in the principles that have served them well: finance, accounting, and economics. Finance and accounting in particular have contributed to the efficient management of financial, material, energy, and technological resources. But managers typically are not as well versed in the principles and practices related to the management of human resources.
In the example mentioned about the organization that had pervasive practices regarding the quality of work life, all of the policies and practices combine to yield the family feeling. An example of how a policy decision by management can have pervasive influences on workers' lives and organizational functioning concerns the implementation of new technology. Organizations always implement new technology, but the managers who cause this to happen can frequently ignore the human consequences of these technological changes.