Better to be effective than to be liked? Think again
The Globe and Mail - 11/18/2019
“If subordinates like their leaders, they will also say that their leaders are transformational, ethical, authentic, not abusive and that they have strong leader-employee relations,” Charn McAllister, an assistant professor of management and organizational development at Northeastern University, Sherry Moss, a professor of organizational studies at Wake Forest University, and Mark Martinko, an emeritus faculty member at Florida State University, report in Harvard Business Review.
“If subordinates like their leaders, they will also say that their leaders are transformational, ethical, authentic, not abusive and that they have strong leader-employee relations,” Charn McAllister, an assistant professor of management and organizational development at Northeastern University, Sherry Moss, a professor of organizational studies at Wake Forest University, and Mark Martinko, an emeritus faculty member at Florida State University, report in Harvard Business Review.
