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.