Skills of an Effective Administrator

By R. L. Katz. 2009

1,382 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e7de88fa4e6a1fbe402122e002f7f244cf87ef94

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

Narcissism in Organizations: A Multisource Appraisal Reflects Different Perspectives (2008, background): “In general, interpersonal performance deals with people interactions, and conceptual performance deals with ideas and concepts (Katz, 1974; Yukl, 2006).”
Leadership as Social Influence (2016, background): “• • Classical approaches—Traditional approaches to the study of leadership that include trait (Bass, 1990; Jago, 1982), skills (Katz, 1955), style (Blake & McCanse, 1991; Lewin, Lippitt, & White, 1939), and situational theories (Hersey, 1984; Hersey & Blanchard, 1969) • • Contemporary approaches—Mod”
A contextual examination of new venture performance: entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism (2007, methodology): “The fourth variable, managerial skills, was measured using an instrument developed by Herron (1990), based on the work of Katz (1974) and Szilagyi and Schweiger (1984).”
International entrepreneurship: A critical analysis of studies in the past two decades and future directions for research (2012, background): “…(ability to identify and adapt to market trends, industry changes, quickly evaluate and modify organisational functions, plans and strategies) (Katz 1974) and social capabilities (leveraging internal external relationships by leading, motivating and networking with outsiders, adapt to social…”
The leadership skills strataplex: Leadership skill requirements across organizational levels (2007, background): “Business skills involving the management of material resources (Katz, 1974) and operations analysis (Hoffman & Hegarty, 1993) are important as managers make decisions about procuring and allocating equipment, technology, and materials.”
Leadership across levels: Levels of leaders and their levels of impact (2010, background): “Katz (1955) advocated the differential effects of technical, human, and conceptual skills at the bottom versus top organizational layers. More recently, Zaccaro and Klimoski (2001) noted that despite this realization, a disconnect in leadership research across hierarchical organizational levels rema”
“Soft Skills”: A Phrase in Search of Meaning (2016, unknown): “The Delphi method—an iterative, evaluative research method in which a purposive sample of stakeholders are given information relevant to the research question and asked to provide their expert opinion—may be a particularly useful approach to generate a ranked list of soft skills.”
An Exploratory Study Identifying Soft Skill Competencies in Entry-Level Managers (2009, methodology): “These domains are similar to the categories identifi ed by Katz (1974) .”
Selective Incivility as Modern Discrimination in Organizations (2013, background): “…color tend to occupy different types and levels of jobs, which may increase their interpersonal involvement with others (i.e., some jobs emphasize “working with people” more than “working with things”; e.g., Katz, 2009; Whiston, 1993) and therefore increase the likelihood of uncivil involvements.”
An Exploratory Analysis of Soft Skill Competencies Needed for the Hospitality Industry (2013, methodology): “These domains are similar to the categories identified by Katz (1974).”
A Qualitative Study of Performance Leadership and Management in Elite Sport (2011, background): “These include trait (Carlyle, 1841), behavioral and style (Lewin, Lippitt, & White, 1939), skills (Katz, 1955), social exchange (Homans, 1958; Zaccaro & Klimoski, 2001), contingency (Fiedler, 1964), organizational systems (Katz & Kahn, 1978), strategic management (Bourgeois, 1984; Wortman, 1982),…”