Work Alienation and Continuous Improvement- the Effects of Leadership Style

This article presents a study of the relation between work alienation, continuous improvement, and leadership. Drawing on a general psychological model, I develop a concept ofleadership that effectively reduces employees' tendency toward work alienation by encouraging them and fostering their sense of independence. Empirical data on the effects that this kind of leadership has on the innovativeness of the organization are examined. I also ask what adverse secondary effects such a style of leadership is likely to have on coordination of processes in the organization.