'Business Decision Making\r'

'The methodology for this trace entrust point upon some(prenominal) primary coil and unoriginal opinek methods which testament be exercising to obtain the opinions of the asked passer. Needled et-al (2003) states that primary look into mainly consists of info collected by an organization, or single, for their own purposes and ar planetaryly collated first slip away from ‘the horses m extincth. Needled (2003) tenders the opinion that the main methods of collating primary explore atomic number 18 through and through and through with(predicate) conducting verbal expression to face Interviews, teleph matchless interview, questionnaires and through direct observations.Primary selective info putation be some(prenominal) qualitative or duodecimal. Qualitative question selective select prevail to be much explanatory whereas quantitative is gener on the wholey more descriptive. The main part of the research for this retch will consist of angiotensin -converting enzyme primary method, survey. The survey questi unityd passers within Princess to determine what they think some the Princess. This method has been chosen as it is easy method to collate consider competent data and it is a relatively cheap method of collating the data.To ensure response pass judgment were tall, the passers were asked face to face. I be pull in chosen to prefer against a paper base System as Needled et-al (2003) offers the argument that response judge to costal systems ar a good deal as slump as 30% and I feel this method may kick off bias to the over altogether conclusion. There the alternative excerption of soulally distributing and collecting the surveys for which Sweeten (2002) claims trick cast up the response rate to al intimately 70%. save precondition the short sequencescales for the project I yet live with in mind to s angstrom unitle the views of 20 people. Questionnaires argon quite general when collecting data, but be difficult to digit and often hire some(prenominal) drafts before having a nett questionnaire. These drafts be called pilot questionnaires. Again beca expend of the given short time call I was just able design one pilot. It emerged that the questionnaire was too long. The final questionnaire was so(prenominal) amended by the KISS hypothesis- deem it short and simple.Random stype Aling was use as non hit-or-miss sampling is impracticable and often actually(prenominal) dear(p) in terms of time. After collecting the primary data, the data was because exported into Microsoft Excel to depart a more professional presentation for this document in providing professional graphs and findings. Secondary research All methods of data collection supply quantitative data (numbers, statistics) or qualitative data (usually words or text).Secondary data is data that has already been collected by someone else for a diametrical purpose as the investigator. primary(prenominal) me thods that is used to for the collection Of inessential data: information supplied by a marketing organization yearbook company reports Government statistics / surveys Academic surveys Company data (payroll details, minutes of meetings, accounts of sales of goods or works) Whilst theory is a crucial factor in academic schooling and organisational success leading academics offer different views on it tellingness.Saunders et-al (2003) explains that secondary research, especially academic journals, re the al approximately(prenominal) important source for any research because they ar evaluated by academic peers prior to payoff in that locationfore generally of good graphic symbol. Gharry (1995) offers the opinion that secondary research is has there argon major advantages of secondary research mainly through savings in time, money and resources as academic literature from divers(a) sources is widely available and easily obtainable.However Needled et-al (2003) warns that th e information may non eer be of good bore, may non represent the whole picture and the research could be out of date. These opinions were considered whilst conducting the literature review. After having contacted the Princess stir department the result was that due to the fact that the Princess is a new instruction, secondary data was not available. backup man Its The layout of the questionnaire was divided in three parts †prefatory questions, main questions and final questions.Topic: What do you think of the Princess culture? Number of questioned people: 20 Introductory questions The prefatorial questions argon of assistance to find out general information about the questioned person. 1. Gender 2. Age assemblage 3. Employment status 4. Marital status important questions Main questions argon in place in order to gather information about the thing of the question naira. 5. Purpose of the visit 6. Preferred time to visit 7. Does it meet expectations? 8. What were the expectations? 9. Affect on Setters new(prenominal) amply street retailers and restaurants 10.Overall push of the Princess Shopping concentrate on to Exeter Final questions The final questions help to calm guide out and relax from the main part. It foundation to a fault seen as fun part. 11. dearie new shop 12. Favorite new restaurant/cafe The Upper perkiness Memo To: Quality Control Manager From: tower Vic Sicken c: Date: January 31, 2015 Re: pass on of samples 65 loaves of bread with a weight figure of speech of 780-830 g Average weight (mean) of loaves 804. 74 g The middle loaf (median) weighs 804. 9 g The well-nigh common (mode) loaf weight is 804. 9 g The Standard deviation of separately loaf is 9. G The weight of the note quartile is (IQ) is 798. 48 g Q = median appreciate = 804. 9 g The weight of the upper quartile is (Q) is 811. 1 g The intrauterine range is 12. 62 g Box + Whisker plot Due to wastage we illogical 805 loaves Task 5 cor comparative statistic s coefficient The correlation is one of the most common and most useful statistics. A correlation is a single number that describes the level of kinship amongst cable cardinal in continuouss. If points in split up plat cluster close to the line then there is a surd correlation in place and if points are more widely bemused the correlation is weak.Positive correlation If an increase in one variable tends to be associated with an increase in the new(prenominal) then this is known as a validatory correlation. An example would be stature and weight. Taller people tend to be heavier. Negative correlation If an increase in one variable tends to be associated with a simplification in the opposite then this is known as a negative correlation. An example would be height above sea level and temperature. As you backing the mountain (increase n height) it gets c quondam(a) (decrease in temperature).No correlation A zero correlation occurs when there is no family between variable s. The picture be wretched show ups a perish to the force of correlation Strengths of correlations 1 . Correlation enables the tec to examine naturally occurring variables that perhaps unethical or impractical to test experimentally. For instance, it would be unethical to carry out an experiment on whether smoking causes lung cancer. 2. Correlation enables the researcher to clearly and easily see if there is a descent between variables. This Can then be displayed in a replica form.Limitations of correlations 1 . Correlation is not and cannot be taken to stand for causation. Even if there is a very strong kind between dickens variables we cannot assume that one causes the other. For example suppose we found a domineering correlation between watching violence on T. V. And cherry-red conduct in teenage years. It could be that the cause of both these is a third (irrelevant) variable †say for example, growing up in a violent home †and that both the watching of T. V. And the violent appearance are the out semen of this. . Correlation does not render us to go beyond the data that is given. For example suppose it was found that there was a kind between time spent on homework (112 hour to 3 hours) and number of G. C. S. E. Passes (1 to 6). It would not be correct to conclude from this that spending 6 hours on homework would be belike to chip in 12 G. C. S. E. Passes 5 A + B. Rest It: The older the car gets (increase) the less is it worth (decrease). The scatter diagram above shows that the correlation is stronger afterwards the first 2 years.There is no straight line relationship. The points on the graph with couple of exceptions form a curve which suggests it is not a linear relationship. The explanation of partial in the correlation result means that it is not one C% cor related to because of other factors that exercised it. Coefficient of determination: 65. 61 % of the behavior of y is determined by x + 34. 39 % by other factors. The ai m of regression toward the mean digest is to find out the values of parameters for a scotch consumption that cause the lick to best fit a set of data observations that its provided.In linear regression, the function is a linear (straight-line) comparability. The compare and the table above show that the value of the car decreases by a constant amount each year after its purchase. The future(a) linear function loud predict its value Value = worth + departed*age Value, the reliant variable, is the value of the car, age is the age of the car. The regression analytic thinking will determine the best values of the two parameters, price, the estimated value when age is O (I. E. , when the car was new), departed, the wear and tear that takes place each year.The value of departed will be negative because the car loses value as age increases. However as we can see in the table after 12 years the equation gives a negative value. This would be not possible in reality. A car cannot be worth E-340. 06. The problem with the equitation is that it is not realistic. The equation is only correct in terms Of figures. E. The equation does not include the factors that can influence the price of a used car. It only considers the age of the car. However there can be several other factors that can influence the price of a used car.Mileage Color- In other words, some colors, like â€Å"ROI icteric Pearl”, appeal only to a beautiful segment of the population and brings down the cars worth in legion(predicate) eyes Fuel type engine size Transmission Number of doors Private or trade seller †Trade seller are al ways more expensive as dealer adds profit on the actual value of the car. previous(prenominal) owner †For example if a elderly person was the previous owner it is very likely that the car was only used for short distances (shopping, doctor consultations) On the other hand if the car was used at a driving school then it is very likely that the car w as not treated tumefy from the learners. F. Business conclusiveness makers accept to find out very often the casual relationship between two variables. For instance, the relationship between interest rates and consumer expenditure. Furthermore a financial analyst may use regression and correlation to help realise the relationship of a financial ratio to a set of other variables in business. Correlations can be helpful in business. Once a correlation is identified, organizations can determine if the correlation indicates causation. With this information, the company can stand up methods to influence the correlation to the organizations benefit.Task AAA. Total muck up The longest the start of an activity can be retard from its earliest start time (EST) without delaying the project. drop by the wayside float The longest an activity can be delayed from its EST without delaying the EST of any immediately following activities. By looking at the table, those tasks without a total f loat (I . E. Zero) are considered ‘ exact and coincidentally are mound on the critical path. It is therefore important that these tasks are not delayed in order to complete the project on time as planned.Recognizing and integrating float is very important. For example, those tasks that do carry float may draw resources (labor, capital, equipment, etc) that could be used elsewhere to complete other tasks quicker. Also, for those tasks that do carry float, any delays can be accepted. As the resource diagram below shows, 6 assistants are required for the chew over. Furthermore the whole surgical map will take 25 days. After rescheduling the activities only 4 assistants are required. Apart from this the whole procedure will take 21 days. 70.Critical Path analytic thinking (CPA) is a planning and project management tool. It can help make sure a project is completed as quickly as possible, and resources used as efficiently as possible. The business is able to give the customer exact information much(prenominal) as finish date, required assistants. Furthermore, most projects produce across with delays or something unexpected, so managers need to use tool such as CPA to varan the project and take quick action to split any problems. This enables the business to avoid any delays and the pillowcaseful customer complaints.\r\nBusiness Decision Making\r\n leading in todays organizations is a tough business. Organizational leadhip face a number of operative challenges as their jobs, and the world around them, become increasingly building complex (Zaccaro & Klimoski, 2001). Trends such as organisational â€Å"delayering, ” fast technological advances, the pro flavorration of team found organizations, and increased employee em office staffment require that lead adapt their techniques and styles of lead to meet these new challenges.In the face of all these changes, researchers and management education specialists are functional to find metho ds to founder more telling leadinghiphip. obsolete techniques of build upment are criticized and questioned, and new techniques are createdâ€often before they are adequately tested and well understood. New techniques can become instant â€Å"fads. ” In recent years, there has been an explosion of interest in lead.The bulk of research efforts has gone into trying to come across leadersâ€how it operates†and into identifying the characteristics of efficient leaders. Although inter personalised relationships see always held importance within the organizational literature (Blau, 1964), a focus on relational offices is recently experiencing re find interest in organizational behavior and leadership research (Day, 2000). check to Hunt and Dodge (2001), relational perspectives are at the forefront of emerging leadership thrusts.A relational focus is one that â€Å"moves beyond unidirectional or even reciprocal leader†companion relationships to one tha t recognizes leadership wherever it occurs, is not qualified to a single or even minute set of perfunctory or informal leaders, and in its strongest form, functions as a dynamic system embedding leadership, environmental, and organizational aspects” (Hunt & Dodge, 2001, p. 448). An area of research that speaks directly to leadership cultivation, as defined by Day (2000), is loss leaderâ€Member Exchange (LMX) theory.Researchers working with this leadership sticker commence been investigating the value of developing legal work relationships between managers and quashs for the past 30. During this time, LMX has shown the value of extravagantly- property relationships and the problems associated with frown pure tone relationships. The purpose of this work is to discuss LMX theory, research, and do on leadership breeding. The paper begins by before long reviewing the value of relationships from a social capital perspective and then defines leadership relative t o relationships. leadership is engaging in behaviors that create change, and creating change requires influence. To be leaders, therefore, individuals need to welcome and legally use influence. twist is the power to imprint others: the ability to produce outcomes due to some personal characteristic that gets others to follow. By definition, influence is inherently interpersonal. Influence takes place within the context of interpersonal relationships. According to relational leadership theories, influence comes from relationships.Relational perspectives in leadership view leadership as rejoind through uncouth influence that results from the education of trust, respect, and obligation among dyad members. LMX theory describes this influence as being created through stages of relationship building. Individuals begin at a â€Å"stranger” stage, get to know one other through examen puzzle outes, and as a result of the testing act, both feeler to an advanced stage of le adership learning (e. g., partnership) or retain at demean levels of relationship development (e. g. , acquaintance or stranger). Those who attain more advanced stages of relationship buildingâ€and thus develop more effective relationships with interdependent others (e. g. , managers and other eminent-ups, subordinates, peers, clients, out-of-door constituents)â€are able to more effectively realize their roles. More effective, or senior noble- character reference, leader†member exchanges are described as leadership kind of than as supervisory relationships.High- spirit relationships are considered mature partnerships based on respect, trust, and usual obligation for one other (Graen& Uhl-Bien, 1995). These relationships go beyond the formal contract and generate personal power (i. e. , influence given by the other), quite than position power or authority. They are also characterized by willing fol debaseship, meaning employees are driven by intrinsic as r emote to extrinsic motivation. As a result, dyad partners (i. e., individuals busy in an exchange) act because they want to, not because they ache to. Research on LMX shows that more effectively true relationships get hold of significant and positive associations with performance, organizational commitment, employee citizenship behavior (i. e. , extra-role behavior), job satisfaction, delegation and participation in decision making, and enhanced career development opportunities. These relationships are negatively related to disturbance, job problems, and role conflict and ambiguity.The benefits of high- step relationships come from relational resources they create. Such resources include durable obligations (e. g. , arising from feelings of gratitude, respect, and friendship), lucre contacts and connections (including privileged access to information and opportunities, social status, and personality of influential others), and the ability to have open information exchanges wi th those around them (Nahapiet & Ghoshal, 1998). Relationships that do not develop so well are considered get off quality.These relationships are not as beneficial for the individuals involved or for the organization as a whole. Lower quality relationships are described as contractually defined, formal exchanges based on limited trust and in-role interactions (Uhl-Bien et al. , 2000). These types of relationships generate management rather than leadership. They are characterized by deficiency of mutual respect, formal downward intercourses, little mutual understanding, limited defend and commitment for one another, and no mutual obligation (i. e. , a â€Å"stranger” relationship).Findings have shown that lower quality relationships are negatively related to satisfaction, organizational citizenship behaviors, and commitment, and are positively related to turnover. Thus, based on relational leadership theory, effective relationships may generate mutual influence and und erstanding that allow leaders to more effectively perform their roles. In contrast to hierarchical and leader-dominated perspectives on relational differentiation, the remainder and responsibility of leadership should be to work to develop effective relationships more broadly with interdependent others, rather than with only a assemblage of â€Å" believe assistants”.Drawing from the foundations formal by Day (2000), leadership development necessitate to be considered (a) beyond hierarchical notions of managerâ€subordinate relationships, (b) as the responsibility of both members of the dyad (rather than leader-controlled), and (c) with payment for more variability in what is considered a high-quality, or effective, relationship.A high-quality exchange is characterized by positive leadership processes that are indicative of a social exchange, such as increased subordinate job latitude and influence in decision making, more open and sound subordinate conference with t he supervisor, and great trust and the true among dyad members (Cogliser & Schriesheim, 2000). Low-quality LMX relationships are more economic or transactional in nature, and dyadic behaviors rarely progress beyond what is specified in the employment contract.With get word to leadership development, those subordinates interested in leadership development view it as part of the relationship contract. Those that are not interested in becoming leaders do not receive leadership development as part of their psychological contract and receive a different allocation of on-the-job training. impelling organizations have units that are tied together, through â€Å"linking-pin” positions, where members in these organizations become more aware of problems at lower levels in the system and coordinate activities efficiently through finished flows of information, influence, and resources among the units involved.The persons occupying these linking-pin positions are integrated memb ers in two or more collections and play the role of both supervisor and subordinate. Graen and his colleagues explored the effectiveness of the LMX relationship between incumbents of linking-pin positions and their supervisors and the behavior, attitudes, and interposition of lower level members (Graen, Cashman, Ginsburgh, & Schiemann, 1977). They found that the quality of LMX of the linking-pin incumbent was related to the quality of working life of the followers who reported to the linking pin.When subordinates develop high-quality exchanges with their bosses, they receive greater influence, latitude, support, and attention from their bosses, and they experience a more preferred situation general. These researchers continued by pointing out that the quality of members in a higher dyad (hierarchically) contributed to the quality of life of members in hierarchically lower dyads. The LMX beat clearly has utility for its application to leadership development.Empirical studies have supported the relationship of high-quality exchanges with positive organizational outcomes, and the broader leadership literature supports the cascading or waterfall effect of the supervisors leadership behavior impacting the subordinates. There is a clear need for methods that more effectively socialize junior managers for executive director positions. Dyad-level coaching may be one of the most effective means for transmitting organizational culture, thereby promoting the organizations core values.Dyad management development has not been utilise to the full extent possible to leverage the effectiveness of the pool of executive talent. The LMX literature says that LMX differentiation, in which leaders have higher quality relationships with some subordinates and lower quality relationships with others, occurs because leaders do not have time (or the need) to generate highquality relationships with everyone. Therefore, they develop a group of trusted assistants to help them p erform the work of the unit.These trusted assistants would supposedly be the best or most reliable employees in the unit. Twenty years after the inception of the theory, Graen and Uhl-Bien (1995) argued that the creation of â€Å"in-groups” and â€Å"out-groups” within work units is not beneficial, and that instead leaders should strive to develop high-quality relationships with all subordinates. They do this by â€Å"making the offer” of high-quality relationships to all and then through testing processes, different quality relationships result (Uhl-Bien et al., 2000). This perspective allows for the fact that all relationships may not (and likely will not) reach high quality, but at least the dyad members both take part in how the relationship develops (rather than the leader determine who will be the trusted assistants) and have the fortune to create a high-quality relationship. This perspective also recognizes that a focus on differentiation rather than on high-quality relationships offered to all creates tremendous opportunity for lose potential in organizations.When individuals are not full committed (or are dissatisfied), they will withdraw discretional behaviors that benefit others or the organization (e. g. , helping, altruism, civic behaviors). These discretionary behaviors are beneficial to the organization, and as a result, much attention has been given in the literature to find out when and how individuals engage in these behaviors. Instead of LMX differentiation, therefore, goal should be for individuals to strive to have influence with one another (and with higher-ups).With the support of a relationship, individuals are freer to open up and provide one another with more accurate and complete information (Avolio, 1999) so they can provide the â€Å"real” information (the â€Å"real” story). This goes both ways: with a good relationship comes reduced filtering (holding back) of information, both up and down t he hierarchy. It allows individuals to share with one another the hard truth. Too many leaders do not have good information, and too many hold back in being straightforward with their subordinates.If to extend this beyond managers to leaders more broadly, then organizational members need to be comfortable with providing information to one another, and this comes with having effective work relationships. Remembering that effective leaders are defined as those who use influence to create change, individuals abilities to be effective leaders are directly related to their ability to have influence in the organization. Since effective work relationships can extend individuals influence networks, those who have more effective relationships with others will likely have more opportunity to gain and use influence.Therefore, leadership effectiveness is likely enhanced by the ability to build effective work relationships with a broader range of interdependent others. In a study of communicati ngs within Leader-Member Exchanges, Schiemann ( 1977) found that those members with relatively higher quality LMXs communicated more frequently with their managers about administrative and technical matters than did members with relatively lower quality LMXs. These results were cross-validated on a holdout sample of managers.Apparently, there is much more communication in higher quality LMXs than in the lower quality LMXs. Thus, effective communications are an important aspect of the development of high-quality LMXs. Flauto’s (1999) study is in response to the worldwide question, â€Å"How are communication and leadership linked? ” This study drew subjects from a variety of organizations in Ohio, eastern Indiana, northern Kentucky, and western West Virginia. Twenty to fifty subjects were drawn from each of nine organizations.Organizations participating in the study were two financial service organizations, a retail sales organization, a military unit, a subsurface coal mining organization, a suburban police department, a rural bank branch, a local post office, and a food service organization. Transactional and transformational leadership were measured using subscales of the Multifactor leadership Questionnaire (MLQ). A six-item, three-factor subscale was created for the transformational leadership dimension and a four-item, two-factor subscale was created for the transactional leadership dimension.Subjects responded to each of the behavioral anchored items by selecting one of five responses that utilize to their leader. The leader-member exchange dimension was measured by a subscale consisting of the six items of the LMX-6 scale. The LMX-6 scale contains items that measure the three factors of leader-member exchange. Responses are on a five-point Likert-type scale. The relationship is the highest among all of the variables in the study. This finding supports the conclusions of Day (2000) that communication attributes can divert between le vels of leader-member exchange quality.The finding also fits into the suppositious framework of the leader-member approach to leadership that requires successful communication exchange in order to form the â€Å"in-group” relationship that characterizes high quality leader-member exchange. The communicative competence of the leader, and its affect on communication effectiveness as prove by member perception of leader-member agreement, appears to be a necessary precondition for a high quality leader-member exchange relationship. At the lower levels of communication competence, high quality leader-member relationships do not exist.The leader displays charisma by communicating enthusiasm and providing a model, shows individual consideration by direct interaction and providing adapt assistance, and stimulates intellect by communicating ideas. Day (2000) defines transformational leaders as leaders who use rhetorical skills to progress to a common vision. Not surprisingly, memb ers report a high relationship between transformational leadership and communication competence. In the least squares hierarchical multiple regression analyses, transformational leadership is the best single predictor of communication competence.Transformational leadership is of high quality when the leader exhibits high communication competency. Dyads with high communication competence and low transformational leadership and dyads with low communication competence and high transformational leadership do not exist. Leadership, however it is theoretically or operationally defined, is a social process and involves a relationship between individuals. This social process and this relationship are enacted through communication. These sessions were conducted with all participants in the manipulation group.Before and after results, in terms of performance, were compared for this group and for other groups from the department, which were not exposed to the LMX treatment. Productivity incre ases measured in terms of the quantity of cases handled showed a significant advantage in favor of the group that was dexterous in LMX. Furthermore, this gain was primarily a function of effects that occurred in a high†ontogenesis need group of subjects. This latter index was include in the study because a job enrichment treatment based on job characteristics theory was introduced, on with the LMX treatment.Any job enrichment effects per se, however, were negated by certain indemnity changes that were introduced by the organization unknown to the experimenters; thus job characteristics theory was not, in fact, tested. A subsequent publication, based on data from the same context, was aimed at determining whether low or high initial LMX subjects were most responsive to the treatment effects. The results clearly indicated that the low LMX subjects responded most positively to the treatment in terms of both the quality of their leaderâ€member exchanges and the quantity of th eir productivity.Another report on this project substantiates the moderator effects of growth need strength, but makes no mention of the finding that low†quality leaderâ€member exchange translates into greater productivity with the appropriate training. This latter result is most consistent with theory in that it means that dyadic partnership building applied across the gameboard should result in both low†and highâ€quality dyads initially moving with training to highâ€quality relationships. However, if growth need strength is a moderator of the training effect, one would anticipate that it would also discuss the initial dyadic choices as well.In such an event lowâ€quality dyads would not contain many high†managed strength people and thus would offer little potential for upward movement. This seeming contradiction is neither explained nor even confronted. Growth need strength is not a component of the theory as stated in comprehensive forms. Research on LMXs illustrates the importance of leader-follower relationships. The point here is simply that 30 years of research on LMXs has conclusively demo the effect of exchange quality on a number of important organizational outcomes.Specifically, in a meta-analysis of this area of leadership research, Gerstner and Day (1997) found that the quality of the LMX was significantly related to job performance, satisfaction with supervision, overall satisfaction, commitment, role conflict (negative relation), role clarity, member competence, and turnover intentions (negative relation). After reviewing the extensive LMX literature, Gerstner and Days conclusion was â€Å"we view the relationship with ones supervisor as a lense through which the entire work experience is viewed” (p. 840).However, although LMX offers evidence to support the value of relational approaches to leadership, many questions nonoperational remain about key issues related to leadership development. In particular, a q uestion that needs to be communicate in LMX research is: what leads to development of higher and lower quality work relationships (e. g. , antecedents to LMX)? Although past research has investigated antecedents to LMX, a clear picture of what these are and how they operate still has not emerged. References Avolio, B. J. (1999). Full leadership development: twist the vital forces in organizations.Thousand Oaks, CA: Sage. Blau, P. (1964). Exchange and power in social life. New York: Wiley. Cogliser, C. C. , & Schriesheim, C. A. (2000). ‘Explori ngworkun itcontex tand leader-membe rexchange: A multi-level perspective. ’ Journal of Organizational Behavior, 21 (5). Day, D. V. (2000). ‘Leadership development: A review in context. ’ Leadership Quarterly, 11. Flauto, forthright J. (1999). ‘Walking the Talk: The Relationship between Leadership and Communication Competence’. Journal of Leadership Studies. Graen, G. B. , & Uhl-Bien, M. (1995). ‘Relationshipâ€based approach to leadership: evolution of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multidomain perspective. ’ The Leadership Quarterly, 6. Hunt, J. G. , & Dodge, G. E. (2001). ‘Leadership d? eja vu all over again. ’ Leadership Quarterly, 11 (4). Nahapiet, J. , & Ghoshal, S. (1998). ‘Social capital, intellectual capital, and the organizational advantage. ’ honorary society of Management Review, 23 (2). Zaccaro, S. J. , & Klimoski, R. J. (2001). The nature of organizational leadership: Understanding the performance imperatives confronting todays leaders. San Francisco: Jossey-Bass.\r\n'