WorldCat Identities

Fiedler, Fred Edward

Overview
Works: 176 works in 435 publications in 7 languages and 4,880 library holdings
Genres: Programmed instructional materials  Handbooks and manuals  Educational films  Conference papers and proceedings 
Roles: Author, Editor, Other
Classifications: HM141, 658.4
Publication Timeline
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Most widely held works about Fred Edward Fiedler
 
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Most widely held works by Fred Edward Fiedler
A theory of leadership effectiveness by Fred Edward Fiedler( Book )

22 editions published between 1967 and 1970 in 4 languages and held by 1,065 WorldCat member libraries worldwide

Improving leadership effectiveness : the leader match concept by Fred Edward Fiedler( Book )

25 editions published between 1976 and 1984 in English and Undetermined and held by 923 WorldCat member libraries worldwide

Various styles of leadership and methods for developing skills and techniques
Leadership and effective management by Fred Edward Fiedler( Book )

24 editions published between 1974 and 1997 in 4 languages and held by 753 WorldCat member libraries worldwide

New approaches to effective leadership : cognitive resources and organizational performance by Fred Edward Fiedler( Book )

8 editions published in 1987 in English and Spanish and held by 428 WorldCat member libraries worldwide

Leader attitudes and group effectiveness : final report of ONR project NR170-106, N6-ori-07135 by Fred Edward Fiedler( Book )

26 editions published between 1958 and 1981 in English and held by 406 WorldCat member libraries worldwide

Managerial control and organizational democracy by Bert T King( Book )

15 editions published in 1978 in English and held by 379 WorldCat member libraries worldwide

Leadership experience and leadership performance by Fred Edward Fiedler( Book )

7 editions published between 1964 and 1994 in English and held by 127 WorldCat member libraries worldwide

This report summarizes the major findings of a 20-year program of research on the role and function of cognitive resources in organizational performance. Although there is no generally accepted definition of the term, leadership experience is one of the most important factors in selection and promotion decisions. In common usage, experience most often refers to time in service (TIS) at an organization, a job, or occupation (e.g., "How long have you been a manager here?"). Other definitions may also refer to diversity, richness, or relevance of previous jobs. However, all definitions imply skills, knowledge and behavior acquired in the course of time on the job rather than by formal training. This report is based on data from over 1,200 leaders and task groups in military and civilian organizations and laboratory settings. Most of the studies were part of a larger project on the utilization of "cognitive resources," that is, the leaders' intellectual abilities, experience, and job-relevant knowledge and skills. Three specific points should be kept in mind in reading this report: 1. Our research focuses on leadership experience, not individual experience (e.g., conducting an orchestra, not playing a violin). 2. "High" or "low" leadership experience, intelligence, expertise, etc., in this report is almost always based on a comparison within a particular sample. A platoon sergeant has high or low intelligence in comparison with other platoon sergeants, regardless of his or her score on a standardized intelligence test. 3. The "effective utilization" of a cognitive resource (e.g., experience) is inferred from the correlation between that resource and the performance of the leader or the group. Thus, a correlation of .80 between time in service (TIS) and performance implies that experience contributed strongly to performance; .00 implies that experience had no influence; and -.80 implies that experience was detrimental to performance
Boards, management, and company success by Eleanor P Godfrey( Book )

5 editions published between 1957 and 1958 in English and held by 95 WorldCat member libraries worldwide

Leadership by Fred Edward Fiedler( Book )

6 editions published between 1971 and 1977 in English and Undetermined and held by 78 WorldCat member libraries worldwide

Der Weg zum Führungserfolg : ein Selbsthilfeprogramm für Führungskräfte by Fred Edward Fiedler( Book )

9 editions published between 1977 and 1979 in German and Undetermined and held by 54 WorldCat member libraries worldwide

Quasi-therapeutic relations in small college and military groups by Fred Edward Fiedler( Book )

6 editions published between 1958 and 1959 in English and held by 47 WorldCat member libraries worldwide

People, management, and productivity : featuring Io Enterprises, a microcomputer simulation by Joseph E Garcia( Book )

3 editions published in 1986 in English and Undetermined and held by 41 WorldCat member libraries worldwide

Zen yang ti gao ling dao xiao neng: yi zhong tu po xing de ling dao fang fa--quan bian ling dao by Fred Edward Fiedler( Book )

5 editions published between 1980 and 1983 in Chinese and held by 14 WorldCat member libraries worldwide

Communication, cooperation, and negotiation in culturally heterogeneous groups by University of Illinois (Urbana-Champaign campus)( Book )

13 editions published between 1960 and 1969 in English and held by 12 WorldCat member libraries worldwide

The project seeks to identify culturally critical concepts and behaviors which are likely to affect interpersonal relations and task performance in culturally heterogeneous groups. Subproject I (Triandis) developed several techniques for identifying cultural differences in interpersonal behaviors. These include the Role Differential and the Behavioral Differential by Triandis, and Semantic Feature Analysis by Osgood. The three techniques measure the ways individuals from different cultures perceive and interpret interpersonal behaviors. Subproject II developed a self-instructional training system, called the Culture Assimilator. Culture Assimilator programs are available for Iran (Chemers and Chemers); Thailand (Foa and Mitchell); and Honduras (Symonds, O'Brien, Vidmar, and Hornik). Subproject III (Fiedler) continued work on a theory of leadership effectiveness (The Contingency Model) which now enables the prediction of group and organizational performance with relatively high consistency. Particular attention during the past year has been focused on extending the Model to groups with culturally heterogeneous membership and to groups and organizations with coacting and counteracting (negotiation and bargaining) tasks. A number of methodological studies were conducted to identify some of the task-related factors which influence performance
Second-level management: a review and analysis by Fred Edward Fiedler( Book )

3 editions published in 1966 in English and held by 10 WorldCat member libraries worldwide

Leadership: style or circumstance?( Visual )

1 edition published in 1974 in English and held by 9 WorldCat member libraries worldwide

The specific leadership theory presented is the "contingency model" developed by Fred E. Fiedler. This theory asserts that anyone can become an effective leader by matching the appropriate style to the circumstances
The Effectiveness of organization and management training on safety and productivity in metal/non-metal underground mining( Book )

1 edition published in 1983 in English and held by 9 WorldCat member libraries worldwide

Most preferred co-worker scale by Fred Edward Fiedler( )

2 editions published in 1975 in English and held by 7 WorldCat member libraries worldwide

Least preferred co-worker scale by Fred Edward Fiedler( )

2 editions published in 1975 in English and held by 7 WorldCat member libraries worldwide

Leadership style and the performance of co-acting groups by Fred Edward Fiedler( Book )

3 editions published in 1966 in English and held by 7 WorldCat member libraries worldwide

This paper reviews several studies of co-acting groups, that is, groups in which members typically do not interact with one another in performing a common task. While relatively few data are available, they are quite consistent in showing that the task-oriented (low LPC) leader tends to perform better in situations which are relatively pleasant and free from anxiety while the relationship-oriented leader of co-acting groups tends to perform better in situations in which tension or anxiety is relatively high. These findings are discussed in terms of group member requirements for quasi-therapeutic interactions which typically provide little psychological group support for the individual member
 
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Leadership and effective management
Alternative Names
Fiedler, Fred E.

Fiedler, Fred E. 1922-

Fiedler, Fred E. (Fred Edward)

Fiedler, Fred E. (Fred Edward), 1922-

Fred E. Fiedler

Fred Fiedler Austrian psychologist

Fred Fiedler psychologue autrichien

Fred Fiedler psycholoog uit Oostenrijk

Фидлер, Фред

フィードラー, フレッド・E.

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