Academic literature on the topic 'Task- and relationship oriented leadership'
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Journal articles on the topic "Task- and relationship oriented leadership"
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Mitchell, Tyree David, Jasmine Hu, and Lars Johnson. "Diminishing Returns of Leadership Behaviors on Leadership Emergence." Small Group Research 50, no. 6 (September 17, 2019): 759–73. http://dx.doi.org/10.1177/1046496419870600.
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A large body of evidence has concluded that there are positive linear relationships between leadership behaviors and leadership emergence. Drawing on insights from the leadership and teams research, we hypothesized that above certain levels of task-oriented and relationship-oriented behaviors, such behaviors will have diminishing returns for leadership emergence. Hypotheses were tested using a sample of 105 leaderless teams within an assessment center setting. Our results indicate that team members’ behaviors have linear and non-linear relations with leadership emergence. We discovered that the association between relationship-oriented behaviors and leadership emergence in self-managed teams is curvilinear, whereas the association between task-oriented behaviors and leadership emergence is linear but not curvilinear. Overall, the relationships between member behaviors and leadership emergence are more complex than the independent, positive linear relationships observed throughout the literature.
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Mikkelson, Alan C., David Sloan, and Colin Hesse. "Relational Communication Messages and Leadership Styles in Supervisor/Employee Relationships." International Journal of Business Communication 56, no. 4 (January 18, 2017): 586–604. http://dx.doi.org/10.1177/2329488416687267.
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The relational communication messages of intimacy and dominance were used to predict a task and relationship leadership style in supervisors. In the study, 307 participants working in various industries completed measures of relational communication and leadership styles about their direct supervisor. As predicted, intimacy messages were positively related to a relationship-oriented leadership style and dominance messages were positively related to a task-oriented leadership style. Intimacy messages were also linked to a task-oriented style and dominance messages were linked to relationship-oriented style. Regression analysis determined that receptivity/trust was the best predictor of a relationship-oriented style and influence was the best predictor of a task-oriented style. Overall, results demonstrate the need for both intimacy and dominance messages across leadership styles.
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Han, Jiyeong, Jeewhan Yoon, Woojae Choi, and Gyehoon Hong. "The effects of shared leadership on team performance." Leadership & Organization Development Journal 42, no. 4 (March 5, 2021): 593–605. http://dx.doi.org/10.1108/lodj-01-2020-0023.
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PurposeThis study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.Design/methodology/approachMulti-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.FindingsA high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.Practical implicationsBy focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.Originality/valueThis study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.
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Wirawan, Hillman, Muhammad Tamar, and Elvita Bellani. "Principals’ leadership styles: the role of emotional intelligence and achievement motivation." International Journal of Educational Management 33, no. 5 (July 8, 2019): 1094–105. http://dx.doi.org/10.1108/ijem-04-2018-0127.
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Purpose The purpose of this paper is to investigate the effect of emotional intelligence (EI) and achievement motivation (AM) on elementary school principals’ leadership styles. This study investigates the contribution of EI and AM on the two major leadership categories: the task-oriented and relationship-oriented leadership. Design/methodology/approach This paper is a quantitative study with the implementation of correlation and hierarchical regression analysis. The surveys (i.e. EI scale, AM scale, leadership style questionnaire) were sent randomly to 280 elementary school principals in South Sulawesi, Indonesia, and 90 of them completed the survey (mostly male=77.78 percent). Findings Principals’ EI significantly predicted both task-oriented and relationship-oriented leadership. In contrast, the principals’ AM yielded non-significant results in predicting both task-oriented and relationship-oriented leadership style. The results also suggested that the effect of EI on two major leadership styles (i.e. task- and relationship-orientation) outperformed the leader’s AM. Research limitations/implications This study did not consider the principals’ performance in the analysis. Future studies should also address this issue by considering leadership performance as well as different culture and context. On the other hand, the authors developed new measures rather than using preexisting measures. Although the measures have been constructed according to the scale construction principles and reached an acceptable standard, future research should advance the psychometric property of the scales. Originality/value This study discusses the effect of EI and AM on task- and relationship-orientation leadership. In addition, this study has also brought a new insight into understanding leadership styles in collective culture such as Indonesia.
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Sakkar Sudha, Kiran, and M. Ghazi Shahnawaz. "Narcissism personality trait and performance: task-oriented leadership and authoritarian styles as mediators." Leadership & Organization Development Journal 41, no. 2 (April 6, 2020): 280–93. http://dx.doi.org/10.1108/lodj-09-2019-0399.
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PurposeThe present study explored the direct as well as indirect relationships between narcissism personality trait and performance. Two leadership styles (task oriented and authoritarian styles) were identified as possible mediators.Design/methodology/approachNarcissism was measured by using Narcissistic Personality Inventory (Ames et al., 2006), performance was measured by performance scale (Greene-Shortridge, 2008). Sinha's leadership scale (Sinha, 2008) was used to measure task-oriented and authoritarian leadership styles. 273 senior-level managers of a big public sector Indian organization participated in the study. SPSS 22 and SmartPLS 2.0 were used to analyze the data.FindingsCorrelation result shows that narcissism personality trait was positively related to authoritarian leadership style and negatively to task-oriented leadership style, task performance and teamwork dimensions of performance. Task-oriented leadership style mediated the relationship between narcissism and task performance and teamwork more than the authoritarian leadership style.Originality/valueThe study attempts to empirically test the behavioral manifestation of narcissism personality trait as positive or negative and has considered the whole measure of performance which has not been previously explored. Practical implications were also highlighted beside the theoretical concerns.
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Yukl, Gary, Rubina Mahsud, Gregory Prussia, and Shahidul Hassan. "Effectiveness of broad and specific leadership behaviors." Personnel Review 48, no. 3 (April 1, 2019): 774–83. http://dx.doi.org/10.1108/pr-03-2018-0100.
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Purpose The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and subordinate job satisfaction, to identify incorrect findings in a recent meta-analysis of these relationships and to verify that leader problem solving is an important task-oriented behavior. Design/methodology/approach In total, 235 employees were surveyed to measure 11 specific behaviors used by their leader, and again two weeks later to measure the two outcome variables. Multiple regression analysis was used to assess how the leader behaviors are related to each outcome. Findings Task-oriented, relations-oriented and change-oriented behaviors were all related significantly to managerial effectiveness, but only relations-oriented behavior was related significantly to subordinate job satisfaction. Problem solving was the task-oriented behavior with the strongest relationship to managerial effectiveness. Recognizing was the least important relations-oriented behavior for job satisfaction. Research limitations/implications Limitations included a convenience sample, common source data and possible effects of unmeasured situational variables. Ways to avoid these limitations in future research are suggested. Practical implications The findings can be used to improve leadership training and development for most managers. Originality/value The results support the idea that examining specific leader behaviors in addition to broad meta-categories can improve leadership theory, research and training.
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Shrestha, Prakash. "Managerial Leadership Qualities in the Financial Institutions of Nepal." Pravaha 25, no. 1 (October 12, 2020): 141–48. http://dx.doi.org/10.3126/pravaha.v25i1.31949.
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Leadership and leaders matters effectively and confidently effect on outcomes ofthe organization. Certain leadership characteristics and qualities are important to improve leadership effectiveness and organizational performance. This study is based on two major qualities of leadership such as relationship-oriented and task-oriented. Developing others, supporting team, identifying the pain and interpersonal skills were taken as dependent variables of relationship-oriented qualities. Likewise, developing self, business acumen, commitment, pursuit of excellence and accountability/focus were taken as dependent variables of task oriented qualities. It was concerned with the managerial qualities of managers working in financial institutions of Nepal (including three commercial banks, three development banks, three finance companies, and three insurance companies). In total 60 managers (5 of each organization) and 120 (10 of each organization) were the respondents. Their opinions were used for analysis purposes in this study. The Likert-scale questionnaire was used as the tool for data collection. It was composed of five points showing 5 represents strongly agree to 1 indicates strongly disagree. The empirical results of this study indicated that on the basis of relationship-oriented, "identifying the pain" was the most desirable quality of leaders (managers) by employees whereas on the basis of task-oriented, “pursuit of excellence" was the most desirable quality of leaders (managers) from employee perspective of the financial institutions of Nepal. Based on managers ‘perspective, the most desirable quality of leaders was "interpersonal skills" in terms of relationship-oriented leadership qualities, whereas in terms of task oriented qualities, the most desirable quality of leaders by the manager was" commitment". The leadership qualities are best while targeting to accomplish the organizational task on time.
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Tabernero, Carmen, M. José Chambel, Luis Curral, and José M. Arana. "The Role of Task-Oriented Versus Relationship-Oriented Leadership on Normative Contract and Group Performance." Social Behavior and Personality: an international journal 37, no. 10 (November 1, 2009): 1391–404. http://dx.doi.org/10.2224/sbp.2009.37.10.1391.
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In this paper we examine how groups develop normative contracts based on beliefs about the obligations other members of the group must fulfil in order to achieve group goals. The role played by perceived leadership – task- or relationship-oriented – was analyzed in relation to the development of relational normative contract and group performance. The study sample comprised 72 participants (24 groups of 3 members). A member of each team received training to be a group leader (task- or relationship-oriented leader). All groups worked on a simulation program: a complex decision-making managerial task. Group regulatory variables and group processes were evaluated during the simulation. Results showed that task-oriented leaders effected higher group efficacy and positivism among members of the group. In contrast, relationship-oriented leaders effected greater cohesion between the group's members. The final group performance is explained from the perspective of group efficacy and the relational normative contract.
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Molero, Fernando, Isabel Cuadrado, Marisol Navas, and J. Francisco Morales. "Relations and Effects of Transformational Leadership: A Comparative Analysis with Traditional Leadership Styles." Spanish Journal of Psychology 10, no. 2 (November 2007): 358–68. http://dx.doi.org/10.1017/s1138741600006624.
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This study has two main goals: (a) to compare the relationship between transformational leadership and other important leadership styles (i.e., democratic versus autocratic or relations- and task-oriented leadership) and (b) to compare the effects of transformational leadership and the other styles on some important organizational outcomes such as employees' satisfaction and performance. For this purpose, a sample of 147 participants, working in 35 various work-teams, was used. Results show high correlations between transformational leadership, relations-oriented, democratic, and task-oriented leadership. On the other hand, according to the literature, transformational leadership, especially high levels, significantly increases the percentage of variance accounted for by other leadership styles in relevant organizational outcome variables (subordinates' performance, satisfaction and extra effort).
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Park, Daewoo. "Sex-Role Identity and Leadership Style: Looking for an Androgynous Leadership Style." Journal of Leadership Studies 3, no. 3 (July 1996): 49–59. http://dx.doi.org/10.1177/107179199700300306.
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This study examines the relationship between sex-role identity and leadership style by developing an androgynous leadership style model. Previous leadership studies indicate that stereotypically masculine behaviors characterize task-oriented leadership style and that stereotypically feminine behaviors (relations-oriented leadership style) are devalued. In contrary to them, this study suggests that an androgynous leadership style can be the most appropriate for achieving high performance and effectiveness in many organizations.
Dissertations / Theses on the topic "Task- and relationship oriented leadership"
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Classon, Linnéa, and Siösteen Fanny Tofte. "Det agila ledarskapet och dess effekt på alienation : - En fallstudie om ledarskapets effekt på medarbetarnas alienation." Thesis, Örebro universitet, Institutionen för humaniora, utbildnings- och samhällsvetenskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-55804.
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This study aims to enlighten the effect the agile leadership has on alienation. Two different companies, with different leadership styles, are examined in an attempt to determine if leadership is a contributing factor to alienation among the employees. The study was conducted through the use of a case study of two stores of two different companies. To obtain the purpose of this study the following questions have been asked: • Which features of alienation can be found among the employees? • What effect does the leadership have on the employee’s alienation? To acquire the purpose of the study the theoretical framework is based on a presentation of the traditional leadership, the agile leadership and alienation. The study shows that the employees have encountered some features of alienation. The study shows that the employee at the company who practices the agile leadership encounters fewer of the alienation features, than the employees at the company who practices the traditional leadership. The results of the study showed that some of the features had a bigger impact on the employees. We also found that the agile leadership had good effects on alienation, as the self organized-team, an including approach and lack of hierarchy had beneficial effects on the employee’s sense of control and motivation.Studiens syfte är att belysa det agila ledarskapets påverkan på alienation. Två företag med två olika ledarskapsstilar har undersökts för att kunna avgöra om ledarskapet är en faktor som kan påverka alienation hos medarbetarna. Undersökningen har gjorts med hjälp av en fallstudie, där två butiker från två olika företag undersökts. Studiens syfte har lett till följande frågeställningar: • Vilka drag av alienation kan påträffas bland medarbetarna?• Vad har ledarskapet för effekt på medarbetarnas alienation? En teoretisk referensram bestående av en genomgång av det traditionella ledarskapet, det agila ledarskapet samt alienation har utformats för att svara på frågeställningarna. Då alienationsbegreppet har stor betydelse har det bearbetats noga och brutits ned i fem beståndsdelar. Studien visar att intervjupersonerna upplever drag av alienation. Det framgår att medarbetaren på företaget med agilt ledarskap påträffar färre drag av alienation än medarbetarna på företaget med traditionellt ledarskap. Studien visade att de olika dragen av alienation har olika inverkan på medarbetarna. Det framkom även att det agila ledarskapet hade goda effekter på alienation, då det självorganiserade teamet, ett inkluderande förhållningssätt och avsaknad av hierarki främjade medarbetarnas känsla av kontroll och motivation i arbetet.
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Dias, Marco António dos Santos. "Liderança Estratégica : Reacção Face à Mudança e Orientação dos Comportamentos dos Líderes." Master's thesis, Instituto Superior de Economia e Gestão, 2010. http://hdl.handle.net/10400.5/2391.
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Mestrado em Ciências EmpresariaisA liderança nas organizações tem vindo a ser estudada pelos académicos há largos anos e as teorias têm se desenvolvido desde o início em torno das características do líder. Hoje em dia o estudo passa por um maior grau de atenção ao ambiente que rodeia o líder e às suas relações. As decisões tomadas pelo líder têm uma importante contribuição para a obtenção de uma vantagem competitiva que a empresa tanto necessita para sobreviver nos mercados ou podem levar a empresa ao fracasso caso tomadas de forma pouco reflectida, logo as decisões têm sempre de ser tomadas de forma sensata, pensando nos prós e contras de cada acção. É com este sentido que o presente trabalho tem como objectivo a análise da temática de liderança estratégica, mais propriamente da receptividade face à mudança e papel do líder e orientação das suas políticas por meio de uma matriz proposta, criada para a ocasião e com dimensões relacionadas com os temas mencionados. Com este trabalho pretende-se realizar uma pesquisa de literatura e colocar vários artigos que estão de acordo com as dimensões definidas para a matriz nos seus quadrantes correspondentes e proceder ainda a uma colocação de estilos de liderança que se assemelham aos quadrantes da matriz. Os resultados do trabalho verificaram a validação de três vectores da matriz, com a colocação de estilos de liderança nesses respectivos vectores, deixando um de fora que poderá ser alvo de futuros desenvolvimentos de outros trabalhos.
Leadership in organizations has been studied by scholars for many years and theories have developed since the beginning about the characteristics of the leader. Nowadays the studies involve a greater degree of attention to the environment surrounding the leader and their relationships. Decisions taken by the leader may have an important contribution to achieving a competitive advantage, which the company badly needs to survive in the markets, or may lead to failure if taken in a little reflected way, so the decisions must always be taken wisely, thinking of the pros and cons of each action. It is with this sense that the present work aims at examining the issue of strategic leadership, more properly address the receptivity to change and the role of the leader and orientation of his policies through a proposed matrix, which was created for the occasion with related dimensions to the themes mentioned. This work intends to perform a literature search and put various items that are in accordance with the dimensions defined for the matrix in their corresponding quadrants and also carry out a placing of leadership styles that resemble the quadrants of the matrix. The results of the study verified the validation of three quadrants of the matrix, with the placement of these leadership styles in those quadrants, leaving out one that may be subject to future developments of other works.
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Axewill, Frederick. "Ledarskap och frisknärvaro : en kvalitativ intervjustudie." Thesis, Örebro universitet, Institutionen för humaniora, utbildnings- och samhällsvetenskap, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-33169.
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Frågan om chefers ledarskaps påverkan på de anställdas hälsa har aktualiserats under senare tid. Dock finns inte mycket forskning på området, vilket gör att denna uppsats kan komma att fylla en funktion i detta sammanhang. Uppsatsen har som syfte att ta reda på hur förskolechefer i en svensk kommun utövar sitt ledarskap och om det går att se någon koppling till medarbetarnas frisknärvaro. Med hjälp av kvalitativ metod där fem semistrukturerade intervjuer genomfördes besvaras följande frågor i kandidatuppsatsen: Vilket slags ledarskap utövar förskolecheferna? Vilka likheter finns i ledarskapsstilarna mellan de förskolechefer som har hög frisknärvaro bland medarbetarna? Skiljer sig ledarskapet åt, i så fall hur, mellan de chefer som har hög frisknärvaro och de med mellanhög och låg dito? Min slutsats är att det finns likheter i hur cheferna utövar sitt ledarskap. Alla fem har starkt fokus på produktionsorienterat ledarskap, medan det skiljer en hel del mellan dem när det gäller det relationsorienterade dito. Tre av fem utövar mer eller mindre det salutogena ledarskapet. Den chef som har lägst frisknärvaro är den som leder på ett mest produktionsorienterat sätt. Resultatet av denna studie tyder på att ledarskap, för att öka frisknärvaron, bör utövas med tydlighet, närvaro och delaktighet.The issue of managers' leadership influence on the health of employees has been actualized recently. However, there is a lack of research in this area, which motivates a focus on this topic. This study aims to find out how pre-school managers in a Swedish municipality exercises leadership and if you can see any connection to the staff's work attendance. By using the qualitative method in which five semi-structured interviews were conducted, I have got some answers to the following questions in this study: 1. What kind of leadership does preschool heads exercise? 2. What similarities are there in leadership styles between the pre-school managers who have high work-attendance among staff? 3. Is there a difference in the leadership between the managers who have high work attendance and those with medium- and low ditto? If so what differs between them? My conclusion is that there are similarities in how managers exercise their leadership. All five have a strong focus on production oriented leadership, while it differs more between them when it comes to the relationship oriented one. Three of the five exercise more or less the salutogenic leadership. The manager with staff with the lowest work attendance is the one who exercise her leadership in the most production-oriented way. Results from this study indicate that leadership, to increase work attendance, should be exercised with clarity, presence and inclusion.
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Gränefjord, Sinnika, and Cornelia Kalström. ""Utan dem - inget oss" : Att leda säsongsanställda under turismbranschens mest intensiva veckor." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-447594.
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Syftet med denna uppsats är att undersöka hur ledare inom turismbranschen går tillväga för att möta olika behov hos sin säsongsanställda personal, med intentionen att öka arbetstillfredsställelse och frambringa positiva arbetsprestationer. Meningen med detta är att det ska generera god kundservice med hög kundnöjdhet, vilket är avgörande för företagets mål och fortlevnad. För att besvara uppsatsens syfte har vi använts oss av en teoretisk referensram där den säsongsanställda personalens karaktäristika beskrivs samt ledarskapsteorier om hur ledare kan arbeta för att bemöta deras behov. Teorier som presenteras är: uppgifts- och relationsorienterat ledarskap, situationsbestämd ledning samt SEL-modellen som är en version av situationsbestämd ledning men med anpassning till säsongsanställd personal. För att besvara våra forskningsfrågor har tio intervjuer genomförts med olika ledare verksamma på Gotland inom turismbranschen. Därmed är det ledarnas perspektiv som presenteras och utgör studiens empiri. Resultatet av undersökningen visade att på grund av att företagens högsäsong är tidsbegränsad, utmanas ledare som arbetar med säsongsanställd personal i sitt arbetssätt att kombinera bemötandet av personalens behov med företagets mål. Ledarskap för säsongsanställda ställer höga krav på ledarens förmåga att lära känna sin personal för att bygga relationer med dem. Det framträder två spår i ledarskapet för säsongsanställda, dels att erbjuda emotionellt stöd i form av stöttning och relationsskapande, och dels att vara tydlig och direktiv för att säkerställa kvaliteten på arbetet. Relationen är viktig i den mån att den är avgörande för att de ska trivas och förhoppningsvis komma tillbaka nästa säsong. Eftersom det varje år ofta anställs ny personal är ett direktivt ledarskap avgörande då upplärning av arbetet är en stor del i början av arbetet, och att tydlighet i arbetsuppgifterna är betydande för att verksamheten ska fungera. För att lyckas i arbetet krävs en balans av uppgifts- och relationsorienterad ledarstil samt anpassad ledarstil med flera väl uttänkta tillvägagångssätt hos ledaren. För att kunna anpassa ledarskapet krävs en förståelse för den stora variation av människor som säsongsanställda utgör och vilka faktorer som påverkar deras arbetsprestation.The purpose of this thesis was to investigate how leaders in the tourism industry on Gotland work to meet the different needs of their seasonal staff, with the intention of increasing job satisfaction and producing positive work performance. This with the aim that it will generate good customer service with high customer satisfaction, which is crucial for the company's goals and survival. To answer the purpose, we have used a theoretical frame of reference where both the characteristics of the seasonal staff are described as well as leadership theories on how leaders can work to meet their needs. Theories that are presented are: task-oriented leadership, relationship-oriented leadership, situation-specific management and the SEL model. The SEL model is a version of situation-specific management with adaptation to leadership for seasonal employees. To answer our research questions, ten interviews were conducted with various leaders active on Gotland in the tourism industry. Thus, it is the leaders' perspectives that are presented and constitute the empirical study. The results of the survey showed that due to the fact that the companies' high season is limited in time, managers who work with seasonal staff are challenged in their way of working to combine the response to staff's needs with the company's goals. Leadership for seasonal employees means that the diversification that the staff group constitutes places high demands on the manager's abilities to get to know his staff in order to build relationships with them. Two prominent tracks in the leadership for seasonal employees are partly to offer emotional support in the form of support and secure relationships, and partly to be a clear and directive leader. The relationship is important insofar as it is crucial for them to thrive and hopefully come back next season. As a number of new staff are hired each year, direct leadership is crucial as training of the work is a large part of the beginning of the work, and that clarity in the tasks is important for the business to function. To succeed, a balance of task- and relationship-oriented leadership style is required, as well as an adapted leadership style with several well-thought-out approaches of the leader. To be able to adapt leadership requires an understanding of the great variety of people that seasonal employees make up and what factors affect their work performance.
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Pavlovic, Dorian, and Steinbrenner John Nyberg. "Ledare utan plan : Uppgift- och relationsorienterat ledarskap inomrestaurangbranschen under coronapandemin." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-20139.
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Studien handlar om att skapa förståelse kring huruvida restaurangchefer är i högre grad uppgifts- eller relationsorienterade i sitt ledarskap samt hur de hanterat corona pandemin. Studien har tagit utgångspunkt i insamling av empirisk data, för att vidare analysera materialet med hjälp av den teoretiska referensramen. Under den teoretiska referensramen har data samlats in kring de berörda ledarstilarna och hur de skiljer sig från varandra, samt hur en kris och krishantering kan se ut. Studiens empiriska avsnitt utgår ifrån en kvalitativ metod insamling där sju restaurangchefer intervjuades. Respondenterna och dess restauranger är belägna i Göteborg. Uppsatsens empiriska resultat stödjer teoretiska referensramen som implementeras i analysavsnittet.Författarna presenterar slutligen i slutsatsen att restaurangcheferna använder en kombination av uppgifts- och relationsorienterat ledarskap. Författarna kan dessutom fastslå att ingen chef utesluter den ena ledarskapsstilen. Studien visar tydliga samband där restaurangcheferna är antingen mer relations- eller uppgiftsorienterade i sitt ledarskap. I analysavsnittet visar det sig att restaurangcheferna hanterar krisen på olika sätt. De relationsorienterade restaurangcheferna var innovativa och arbetade med att skapa ytterligare intäkter, medans den uppgiftsorienterade ledaren effektiviserade organisationen och kapade kostnader. Ledarna har dock varit tydliga att ingen krisstrategi formats i förväg. Samtliga ledare har agerat reaktivt under den rådande pandemin då ingen liknande händelse inträffat dessförinnan.The study is about creating an understanding of whether restaurant managers are more task- or relationship-oriented in their leadership and how they have handled the corona pandemic. The study is based on two parts, one of which is the collection of empirical data, the other from the theoretical frame of reference. During the theoretical frame of reference, data has been collected on the relevant leadership styles and how they differ from each other, as well as what a crisis and crisis management can look like. The empirical section of the study is based on a qualitative collection method where seven restaurant managers were interviewed. The respondents and their restaurants are located in Gothenburg. The empirical evidence of the thesis is supported in the theoretical frame of reference that is implemented in the analysis section.The authors presents in the conclusion that restaurant managers use a combination of task and relationship-oriented leadership. The authors can also state that no manager excludes a leadership style. The study shows clear connections where restaurant managers are either more relational or task-oriented in their leadership. In the analysis section, it turns out that the restaurant managers handle the crisis in different ways. The relationship-oriented restaurant managers were innovative and worked to create additional revenue, while the task-oriented leader streamlined the organization and reduced costs. However, the leaders have been clear that no crisis strategy has been formulated in advance. All leaders have acted reactively during the current pandemic because no similar event has occurred before.
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Vajagic, Natasa. "Uppfattningar om manligt och kvinnligt ledarskap : I den studerade organisationen." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-15283.
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I denna studie undersöks manliga och kvinnliga uppfattningar om manligt och kvinnligt ledarskap i en mansdominerad bransch, där jag valt att studera en specifik organisation. Den ena frågeställningen är om vilka uppfattningar män och kvinnor har om manligt och kvinnligt ledarskap och den andra frågeställningen är vilka uppfattningar de manliga och kvinnliga respondenterna har om manliga och kvinnliga ledares benägenhet att nå ett optimalt ledarskap. Frågeställningarna studeras utifrån Blake och Moutons teori om uppgiftsorienterat och relationsorienterat ledarskap. Jag valde en kvalitativ metod med där information samlades in genom nio semistrukturerade intervjuer varav fem respondenter var manliga och fyra respondenter var kvinnliga ledare. För att analysera resultatet i studien, och jämföra mäns och kvinnors uppfattningar, använde jag mig av en komparativ design. Studiens resultat visar att män och kvinnor har lika förutsättningar, i form av uppgifts och relationsorienterade egenskaper, för att beskrivas som en ideal ledare däremot finns det uppfattningar om att de manliga ledarna ses som mer lämpade att nå ett idealt ledarskap. Kvinnliga ledare uppfattas inneha fler relationsorienterade än uppgiftsorienterade egenskaper medan manliga ledare uppfattas inneha fler uppgiftsorienterade än relationsorienterade egenskaper. Uppfattningar om kvinnors osäkerhet i sina ledarrollen påverkar uppfattningar om deras benägenhet att nå ett idealt ledarskap, till skillnad från manliga ledare som uppfattas vara mer självsäkra. I slutsatsen kom jag fram till att mäns och kvinnors uppfattningar om kvinnligt och manligt ledarskap skapar hinder för kvinnor att nå högre chefspositioner och ger en förklaring till varför det finns så få kvinnor på ledande positioner.This study examines male and female perceptions of male and female leadership in a male-dominated industry, where I have chosen a specific organization to study. One question is about what perceptions men and women have about male and female leadership and the second question is what perceptions male and female have about male and female leaders' liability to achieve an optimal leadership. The questions that I have examined is based on Blake and Mouton's theory of task- oriented and relationship-oriented leadership. I chose a qualitative method with information gathered through nine semi structured interviews, five male and four female leaders. In order to analyze the results and compare the opinions of men and women I choose to have a comparative design of the study. The study's results show that men and women have equal conditions, in terms of task and relationship-oriented characteristics, to be described as an ideal leader, on the other hand there are perceptions that male leaders are seen as more suitable for achieving an ideal leadership. Female leaders are perceived to possess more relationship-oriented than task-oriented characteristics while male leaders are perceived to possess more task-oriented than relationship-oriented characteristics. Perceptions of women's insecurity in their leadership role affect perceptions of their propensity to achieve ideal leadership, unlike male leaders who are perceived to be more confident. I concluded that men´s and female´s perceptions of female and male leadership creates barriers for women to reach senior positions and that explains why there are so few women in leading positions. The study is written in Swedish.
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Berggren, Quintana Clara, and Isabella Consoli. "Ledarskapets betydelse för medarbetarnas sjukfrånvaro : En komparativ fallstudie." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-13668.
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Bakgrund: Sjukfrånvaro har länge varit ett centralt och politiskt samhällsproblem i Sverige. En orsakande faktor för medarbetarnas ohälsa är stress och psykiska påfrestningar, vilket bland annat kan påverkas av ledarskap. Det finns olika ledarstilar som chefer kan tillämpa, vilka har olika påverkan på medarbetarnas hälsa. Dessa är transformativ och transaktionell ledarstil samt demokratisk eller relationsorienterad ledarstil och auktoritär eller uppgiftsorienterad ledarstil. Fördelaktigt för de anställdas hälsa är ledarskap som tillämpar Kaizen som arbetsmetod vilket förklaras som att verksamheten kontinuerligt ska förändras till det bättre. Således visar tidigare forskning att ledarskapet kan ha betydelse för medarbetarnas psykosociala hälsa på arbetsplatsen. Syfte: Studiens syfte är att beskriva och analysera skillnaden mellan chefers ledarskap på avdelningar med hög respektive låg sjukfrånvaro. För att besvara syftet utgår studien från teorier om ledarstilar och arbetsmetoden Kaizen. Metod: För att besvara studiens syfte har både chefers och medarbetares perspektiv på problemet tagits tillvara på i undersökningen genom en kvalitativ och kvantitativ studie med en iterativ växelverkan mellan deduktiv och induktiv ansats. En komparativ metod har genomförts då två jämförbara avdelningar, med hög respektive låg sjukfrånvaro, har studerats. Slutsats: Studiens resultat är att chefers ledarskap skiljer sig utifrån vilka ledarstilar som tillämpas samt i vilken grad chefer arbetar enligt Kaizen. Chefer som har olika ledarskap har även medarbetare med olika sjukfrånvaro, således kan chefers ledarskap ha betydelse för medarbetarnas sjukfrånvaro.Background: Sickness absence have long been a central and political societal problem in Sweden. One factor that has caused employee’s ill health is job strain and psychic stress which may be influenced by leadership. There are different leadership styles that managers can apply which have different effects on employee health. These are transformative and transactional leadership styles as well as democratic or relationship-oriented leadership styles and authoritarian or task-oriented leadership styles. Advantageously for employee health is leaders who apply Kaizen as a working method. Kaizen can be described as continuous improvements. Thus, leadership is significant for employees' psychosocial health in the workplace. Purpose: The purpose of this study is to describe and analyze the difference between managers' leadership in departments with high and low sick leave. To answer the purpose, the study is based on theories of leadership styles and the Kaizen method. Method: To answer the purpose of this study, both managers and employees have given their perspective to the problem. They have participated in the survey through a qualitative and quantitative study with an iterative interaction between deductive and inductive approach. The study has been carried out using a comparative method by studying two comparable departments with reported high or low sickness absence. Conclusion: The result of this study is that the leadership differs according to the leadership styles applied and to what extent managers work according to Kaizen. Managers with different leadership also have employees with different sickness absence. Thus, manager’s leadership can be important for employees' sickness absence.
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Glasgow, Trevin Earl. "Person-Oriented Versus Task-Oriented Spin Instruction: Differential Impact on Participants' Mood and Sociability." Thesis, Virginia Tech, 2017. http://hdl.handle.net/10919/79953.
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Exercise has been shown to improve mood (Stöhle, 2009). Research has explored how exercise instructors can affect class participants' mood (Edmunds, Ntoumanis, & Duda, 2008). One style of instruction that is less understood relates to task-oriented vs. person-oriented instruction. The primary aim of this research was to explore the impact of spin-class instruction style on mood among spin-class participants. In Study 1, research assistants (RAs) evaluated the instruction of spin-class instructors and administered mood surveys to spin-class participants and instructors. Overall, positive mood improved for all spin-class participants and instructors. Instruction style did not moderate this effect. In Study 2, a refined instruction evaluation form was used to better detect person-oriented vs. task-oriented instruction. Unlike in Study 1, RAs also completed mood surveys. Overall, positive mood improved as a function of the exercise class for spin-class members and instructors, but not for RAs. Instruction style did not moderate this mood effect. Overall, the results support prior research that exercise leads to mood improvement. However, an impact of instruction style on class participants' mood was not found. One novel approach of this study was that instruction style was not manipulated. This pragmatic approach allowed the research team to explore organic instructor-student dynamics in a spin-class, which may improve the generalizability of the findings.Master of Science
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McLeod, Charles D. "Biblical concepts of task-oriented leadership based upon Joshua 1:11." Theological Research Exchange Network (TREN), 1987. http://www.tren.com.
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Brown, Barbara B. "Employees' Organizational Commitment and Their Perceptions of Supervisors' Relations-Oriented and Task-Oriented Leadership Behaviors." Diss., Virginia Tech, 2003. http://hdl.handle.net/10919/26676.
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The purpose of this research was to investigate the relationship between employees' perceptions of their immediate supervisors' relations-oriented and task-oriented leadership behaviors and different types of organizational commitment.
Bass & Avolio's (1995) Multifactor Leadership Questionnaire (MLQ Form 5X) was used to measure relations-oriented and task-oriented leadership behaviors. Meyer & Allen's (1997) Organizational Commitment Questionnaire (OCQ) was used to measure organizational commitment.
Participants in the research included 361 employees who worked for the city of Charlottesville, Virginia. These employees were located in eight departments that varied in the area of technical functioning, size, and academic levels.
Factor analyses, with principal component extraction and varimax rotation, were performed to determine how the MLQ Form 5X items would load onto a 2-factor model of relations-oriented and task-oriented leadership behaviors. The task-oriented items of contingent reward loaded with the relations-oriented items, and the non-leadership items of laissez-faire loaded with the task-oriented items. These findings resulted in an arrangement of relations-oriented and task-oriented subscales that was different than the arrangement proposed by Bass & Avolio (1995).
Correlations for the MLQ Form 5X revealed multicollinearity among all the relations-oriented subscales and two of the task-oriented subscales, preventing any interpretations about the amount of variance that any particular type of relations-oriented or task-oriented leadership behavior might explain in organizational commitment. Factor scores were used to perform regressions and investigate the amount of variance relations-oriented leadership behaviors and task-oriented leadership behaviors explained in organizational commitment. Relations-oriented leadership behaviors explained the greatest amount of variance in affective commitment, somewhat less variance in normative commitment, and no variance in continuance commitment. The results for task-oriented leadership behaviors revealed the same pattern of relationships with the different types of organizational commitment, only weaker.Ph. D.
Books on the topic "Task- and relationship oriented leadership"
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Davar, Rustom S. Creative leadership: The people-oriented task approach. New Delhi: UBS Publishers' Distributors, 1993.
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Mehrotra, Anju. Leadership Styles of Principals ; Authoritarian and Task Oriented. Mittal Publications, 2005.
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Clinton, Robert J., and Mike Hannah. Haggai: Restoring a Work of God, Inspirational, Task-oriented Leadership. Barnabas Publishers, 2004.
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Malle, Darleen M. Vander. The relationship of nurse managers' leadership behaviors and subordinates' task structure to subordinates' job satisfaction and intent to stay in home health care agencies. 1993.
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Insole, Christopher J. Kant and the Divine. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198853527.001.0001.
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The book offers a definitive study of the development of Kant’s conception of the highest good, from his earliest work, to his dying days. It is argued that Kant believes in God, but that he is not a Christian, and that this opens up an important and neglected dimension of Western philosophy. Kant is not a Christian, because he cannot accept Christianity’s traditional claims about the relationship between divine action, grace, human freedom, and happiness. Christian theologians who continue to affirm these traditional claims (and many do), therefore have grounds to be suspicious of Kant as an interpreter of Christian doctrine. As well as setting out a theological critique of Kant, the book offers a new defence of the power, beauty, and internal coherence of Kant’s non-Christian philosophical religiosity, ‘within the limits of reason alone’, which reason itself has some divine features. This neglected strand of philosophical religiosity deserves to be engaged with by both philosophers, and theologians. The Kant revealed in this book reminds us of a perennial task of philosophy, going back to Plato, where philosophy is construed as a way of life, oriented towards happiness, and achieved through a properly expansive conception of reason and happiness. When we understand this philosophical religiosity, many standard ‘problems’ in the interpretation of Kant can be seen in a new light, and resolved. Kant witnesses to a strand of philosophy that leans into the category of the divine, at the edges of what we can say about reason, freedom, autonomy, and happiness.
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Smalskys, Vainius, and Jolanta Urbanovič. Civil Service Systems. Oxford University Press, 2017. http://dx.doi.org/10.1093/acrefore/9780190228637.013.160.
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Civil service consists of civil servants and their activity when implementing the assigned functions and decisions made by politicians. In other words, it is a system of civil servants who perform the assigned functions of public administration. The corpus of civil servants consists of people who work in central and local public administration institutions. The concept and scope of civil service in a particular country depends on the legal framework that defines the areas of public and private sectors and their relationship. In many countries, civil service consists of an upper level, a mid-level, and civil servants who work for coordinating, independent, and auxiliary institutions. However, the scope of civil service in different countries varies. When analyzing/comparing civil service systems of different countries, researchers often categorize them as Western European, continental European, Anglo-American, Anglo-Saxon, Eastern European, Scandinavian, Mediterranean, Asian, or African.All European Union member states can be classified into two groups: the career system—dominant in continental Europe, with the prevalence of traditional-hierarchical public administration, rational bureaucracy, and formalized operational rules—and the position system—dominant in Anglo-Saxon countries, with the prevalence of managerial principles, pragmatic administration, and charismatic leadership. Neither of the two models exists in pure form. If features of the career model dominate in the civil service of a country, it is identified as a country with the career CS model; if elements of the position model dominate the country is identified as a country with the position civil service model. An intermediate version of this model, characteristic of a number of countries, is the mixed/hybrid model.Many civil service researchers claim that in the case of two competing systems of civil service—closed (the career model) and open (the position model)—reforms of the open civil service system win. It has been argued that the organizing principles of the open, result-oriented civil service system (the position model), which is under the influence of “new public management,” will permanently “drive out” the closed, vertically integrated and formal procedure-oriented career model. Scholars argue that civil servants of the future will have to be at ease with more complexity and flexibility. They will have to be comfortable with change, often rapid change. At the same time, they will make more autonomous decisions and be more responsible, accountable, performance-oriented, and subject to new competency and skill requirements.
Book chapters on the topic "Task- and relationship oriented leadership"
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Zhang, Yang, Ye Tao, Shukui Zhang, Li Zhang, and Hao Long. "Fine-Grained Task Distribution for Mobile Sensor Networks with Agent Cooperation Relationship." In Service-Oriented Computing, 401–15. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-65310-1_28.
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Attar, Melis, and Serap Kalfaoğlu. "Explaining the Interaction Between Leader Ambidextrous Behavior, Employee Ambidexterity, and Organizational Ambidexterity." In Leadership Styles, Innovation, and Social Entrepreneurship in the Era of Digitalization, 251–81. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1108-4.ch010.
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The aim of the study is to examine the relationships between ambidextrous leadership behaviors (i.e., task-oriented, relation-oriented, change-oriented, and external) in the context of leader behavior level and employee ambidextrous performance (i.e., exploitation and exploration) in the context of individual employee level by suggesting that the interaction of these two may result in organizational ambidexterity. This study aims to contribute to the immature ambidexterity literature by developing some propositions based on the previous ambidexterity researches related to ambidexterity of leaders, employees, and entire organizations. Taking into account ambidextrous leadership theory, it is proposed that while the leaders' task-oriented and relation-oriented behaviors are positively related to the employees' exploitation behaviors, the leaders' change-oriented and external behaviors are positively related to the employees' exploration behaviors. It is recommended for further studies to investigate the possible propositions with quantitative research designs.
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"Task-Oriented Behaviors." In Leadership in Public Organizations, 257–76. Routledge, 2014. http://dx.doi.org/10.4324/9781315702926-19.
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Van Wart, Montgomery, and Paul Suino. "Task-Oriented Behaviors." In Leadership in Public Organizations, 283–306. Routledge, 2017. http://dx.doi.org/10.4324/9781315268699-12.
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"Task-Oriented Behaviors." In Dynamics of Leadership in Public Service, 331–63. Routledge, 2014. http://dx.doi.org/10.4324/9781315705071-20.
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Holahan, Patricia J., Ann C. Mooney, and Laura Finnerty Paul. "Moderating Effects of Geographic Dispersion and Team Tenure on the Task–Affective Conflict Relationship." In Diversity, Conflict, and Leadership, 41–62. Routledge, 2017. http://dx.doi.org/10.4324/9780203793084-3.
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Hartman, Nathan S., and Thomas A. Conklin. "Ethics and Leadership." In Human Rights and Ethics, 873–91. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-6433-3.ch048.
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Leadership and ethics continue to be important areas of research. The devastating results of failed leadership in numerous Enron-like situations have ensured that this is the case. This chapter suggests how various leadership approaches and behaviors lead to or develop different types of employee behaviors that impact organizational outcomes. The framework reviews ethical, transformational, and servant leadership, and their relationship to self-regulatory focus. Specifically, promotion-oriented leaders tend to reflect transformational and servant-leadership behaviors and resulting organization cultures, while prevention-oriented leaders match the ethical leadership style and related organization culture. The prevention orientation is a conservative mindset guiding consistent leader and employee behavior, while the promotion orientation provides more opportunity for unique and innovative behaviors.
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Hartman, Nathan S., and Thomas A. Conklin. "Ethics and Leadership." In Advances in Human Resources Management and Organizational Development, 182–200. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5840-0.ch009.
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Leadership and ethics continue to be important areas of research. The devastating results of failed leadership in numerous Enron-like situations have ensured that this is the case. This chapter suggests how various leadership approaches and behaviors lead to or develop different types of employee behaviors that impact organizational outcomes. The framework reviews ethical, transformational, and servant leadership, and their relationship to self-regulatory focus. Specifically, promotion-oriented leaders tend to reflect transformational and servant-leadership behaviors and resulting organization cultures, while prevention-oriented leaders match the ethical leadership style and related organization culture. The prevention orientation is a conservative mindset guiding consistent leader and employee behavior, while the promotion orientation provides more opportunity for unique and innovative behaviors.
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Ogawa, Taisuke, Mitsuru Ikeda, Muneou Suzuki, and Kenji Araki. "Medical Practical Knowledge Circulation Based on Purpose-Oriented Service Modeling." In Advances in Marketing, Customer Relationship Management, and E-Services, 400–424. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4663-6.ch022.
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This chapter presents a method of obtaining practical medical knowledge toward supporting on-the-job training that is related to the quality of medical service implementations or service-providing activities from medical experts in clinical-pathway design activities. First, an interview methodology for the acquisition of practical knowledge is presented based on goal-oriented service task modeling. Next, a method of externalizing the intentions of medical service designers is described.
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Kauffmann, David, and Golan Carmi. "E-Collaboration in Virtual Teams." In Knowledge Management, Innovation, and Entrepreneurship in a Changing World, 210–42. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2355-1.ch009.
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This chapter examines the relationship between task-communication and five collaborative processes by exploring the mediating effect of interpersonal trust in a virtual team's environment. First, a multiple mediation model was developed to examine this relationship where cognitive-based trust and affective-based trust are defined as mediation variables between task-communication and five processes of collaboration. Then, employing qualitative thematic analysis, authors constructed a conceptual model to identify factors that generate lower or higher level of collaboration. The main results of this study show a significant correlation with a large effect size between task-oriented communication, trust, and collaboration. Also, interpersonal trust is playing an important role as a mediator in the relationship between task-oriented communication and collaboration, when the emotional side of trust is no less important than the rational side, if not even more, in some collaborative processes.
Conference papers on the topic "Task- and relationship oriented leadership"
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Demir, Birgül. "Relationship Between Emotional Commitment Task Performance and Organizational SI." In 9th International Conference on Leadership, Technology, Innovation and Business Management: Leadership, Innovation, Media and Communication. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.02.5.
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Tokuhisa, Ryoko, and Ryuta Terashima. "Relationship between utterances and "enthusiasm" in non-task-oriented conversational dialogue." In the 7th SIGdial Workshop. Morristown, NJ, USA: Association for Computational Linguistics, 2006. http://dx.doi.org/10.3115/1654595.1654628.
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Li, Ying, and Po-Chien Chang. "The Relationship between Transformational Leadership and Service-oriented Organizational Citizenship Behavior: the Role of Individual-oriented and Social-oriented Achievement Motivation." In Proceedings of the 4th International Conference on Humanities Science, Management and Education Technology (HSMET 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/hsmet-19.2019.47.
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Sahertian, Pieter. "The Analysis of Knowledge Management Implementation and Relationship-oriented Leadership Behavior in Developing Organizations’ Human Capital." In Annual Conference on Social Sciences and Humanities. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0007421604060414.
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Eryilmaz, Evren, Brian Thoms, Justin Mary, Rosemary Kim, and Jesus Canelon. "Task Oriented Reading of Instructional Materials and Its Relationship to Message Scores in Online Learning Conversations." In 2016 49th Hawaii International Conference on System Sciences (HICSS). IEEE, 2016. http://dx.doi.org/10.1109/hicss.2016.266.
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Lin, Linda Lin-Chin. "Team psychological empowerment as a mediator of the relationship between transformational leadership, team effectiveness and innovation: Moderating effect of team task interdependence." In Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5261894.
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Pholsiri, Chalongrath, Chetan Kapoor, and Delbert Tesar. "Manipulator Task-Based Performance Optimization." In ASME 2004 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2004. http://dx.doi.org/10.1115/detc2004-57447.
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This research uses new developments in redundancy resolution and real-time capability analysis to improve the ability of an articulated arm to satisfy task constraints. Task constraints are specified using numerical values of position, velocity, force, and accuracy. Inherent in the definition of task constraints is the number of output constraints that the system needs to satisfy. The relationship of this with the input space (degrees of freedom) defines the ability to optimize manipulator performance. This is done through a Task-Based Redundancy Resolution (TBRR) scheme that uses the extra resources to find a solution that avoids system constraints (joint limits, singularities, etc.) and satisfies task constraints. To avoid system constraints, we use well-understood criteria associated with the constraints. For task requirements, the robot capabilities are estimated based on kinematic and dynamic manipulability analyses. We then compare the robot capabilities with the user-specified requirement values. This eliminates a confusing chore of selecting a proper set of performance criteria for a task at hand. The breakthrough of this approach lies in the fact that it continuously evaluates the relationship between task constraints and system resources, and when possible, improves system performance. This makes it equally applicable to redundant and non-redundant systems. The scheme is implemented using an object-oriented operational software framework and its effectiveness is demonstrated in computer simulations of a 10-DOF manipulator.
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Wang, Jingbo, Ping Lou, Xuemei Jiang, Qin Wei, and YongZhi Qu. "The Behavior Simulation of Manufacturing Services in a Service-Oriented Networked Manufacturing Environment." In ASME 2017 12th International Manufacturing Science and Engineering Conference collocated with the JSME/ASME 2017 6th International Conference on Materials and Processing. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/msec2017-2807.
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In a service-oriented networked manufacturing (SONM) environment, geographically distributed manufacturing resources are encapsulated as various manufacturing services. These manufacturing services release via the Internet and can provide services on the demand of manufacturing tasks. Usually one manufacturing task needs several different services belonged to different organizers to work together. Hence, effective cooperation among services is the foundation of the efficient operation of SONM. In this paper, a bipartite network model is presented to describe the relationship of two different kinds of nodes in SONM, and also is projected as a weighed network for further exploring the behaviors of service nodes. Furthermore, an agent-based model is built for modeling the interactive behaviors of service nodes in a cooperative network and an agent-based simulating system is developed with Repast. The simulation results show that the emergence of cooperative behaviors among service nodes is related to both the cost of cooperation and initial trust of services in the SONM environment.
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Zhou, Longfei, Lin Zhang, and Yuyan Xu. "Research on the Relationships of Customized Service Attributes in Cloud Manufacturing." In ASME 2016 11th International Manufacturing Science and Engineering Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/msec2016-8530.
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Cloud manufacturing (CMfg) aims to meet the customization demand of resource service demander (RSD) effectively. This article investigates the relationship between cloud service attributes and task completion from several aspects and a multi-dimensional classification scheme of cloud service attributes is established. Key service attributes of manufacturing cloud service are categorized in six aspects including role oriented, dynamic nature of data, steps of service composition, correlation between service attribute and fitness function of service composition, value types and dimension. From the perspective of attribute indexes, the relationship between service attributes and different demands of personalized customized are analysed and elaborated, and the corresponding objective functions are proposed.
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Antani, Kavit R., Bryan Pearce, Mary E. Kurz, Laine Mears, Kilian Funk, and Maria E. Mayorga. "Manual Precedence Mapping and Application of a Novel Precedence Relationship Learning Technique to Real-World Automotive Assembly Line Balancing." In ASME 2013 International Manufacturing Science and Engineering Conference collocated with the 41st North American Manufacturing Research Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/msec2013-1235.
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An assembly line is a flow-oriented production system where the productive units performing the operations, referred to as stations, are aligned in a serial manner. The work pieces visit stations successively as they are moved along the line usually by some kind of transportation system, e.g., a conveyor belt. An important decision problem, called Assembly Line Balancing Problem (ALBP), arises and has to be solved when (re-) configuring an assembly line. It consists of distributing the total workload for manufacturing any unit of the product to be assembled among the work stations along the line. The assignment of tasks to stations is constrained by task sequence restrictions which can be expressed in a precedence graph. However, most manufacturers usually do not have precedence graphs or if they do, the information on their precedence graphs is inadequate. As a consequence, the elaborate solution procedures for different versions of ALBP developed by more than 50 years of intensive research are often not applicable in practice. Unfortunately, the known approaches for precedence graph generation are not suitable for the conditions in the automotive industry. Therefore, we describe a detailed application of a new graph generation approach first introduced by Klindworth et al. [1] that is based on learning from past feasible production sequences. This technique forms a sufficient precedence graph that guarantees feasible line balances. Experiments indicate that the proposed procedure is able to approximate the real precedence graph sufficiently well to detect nearly optimal solutions even for a real-world automotive assembly line segment with up to 317 tasks. In particular, it seems to be promising to use interviews with experts in a selective manner by analyzing maximum and minimum graphs to identify still assumed relations that are crucial for the graph’s structure. Thus, the new approach seems to be a major step to close the gap between theoretical line balancing research and practice of assembly line planning.