Showing papers in "Leadership in 2007"
TL;DR: In the shadow of corporate scandals such as Enron and Worldcom, an increase in attention has been directed towards an approach termed ''servant leadership''. But to date, servant leadership has been disc...
Abstract: In the shadow of corporate scandals such as Enron and Worldcom, an increase in attention has been directed towards an approach termed `servant leadership'. To date, servant leadership has been disc...
281 citations
163 citations
TL;DR: The authors examined whether goal orientation, which refers to whether individuals strive to learn skills, attract favorable evaluations, or minimize unfavourable judgments, influences whether a person will learn skills or not.
Abstract: This study examines whether goal orientation — which refers to whether individuals strive to learn skills, attract favourable evaluations, or minimize unfavourable judgments — influences whether tr...
125 citations
TL;DR: In this article, the authors explored some critical aspects of leadership in the context of multi-sectoral partnerships and highlighted a number of leadership challenges faced by those working in multisectoral partnerships.
Abstract: This article explores some critical aspects of leadership in the context of multi-sectoral partnerships. It focuses on leadership in practice and asks the question, `How do managers experience and perceive leadership in such partnerships?' The study contributes to the debate on whether leadership in a multi-sectoral partnership context differs from that within a single organization. It is based on the accounts of practising managers working in complex partnerships. The article highlights a number of leadership challenges faced by those working in multi-sectoral partnerships. Partnership practitioners were clear that leadership in partnerships was more complex than in single organizations. However, it was more difficult for them to agree a consensus on the essential nature of leadership in partnership. We suggest that a first-, second- and third-person approach might be a way of better interpreting leadership in the context of partnerships.
98 citations
TL;DR: In this paper, the authors suggest that people follow the story as much as they follow a storyteller or author, hence the story becomes the leader, and decouple leader as person or position from leadership as process.
Abstract: Leaders are often noted for providing a compelling vision that inspires followers to act to fulfill the vision, often by telling stories. Here, we begin a separation of the notion of `leader as person' from the notion of leadership as the discourse that represents such a vision. We transcend the notion that leaders tell stories, to the proposition that stories themselves operate like leaders. We suggest that people follow the story as much as they follow the storyteller or author, hence the story becomes the leader. In discussing the characteristics that stories share with leadership, we generate two propositions. First, within the context of organizational development, leadership development can move from `people' development to the development of the narratives that resonate within organizations. Second, we decouple leader as person or position, from leadership as process in order to illustrate stories as leaders. We conclude with specific messages that individuals can take away.
87 citations
TL;DR: In this paper, the role of identity development for the efficiency of leadership relationships is explored and it is shown that identity theory provides a useful theoretical basis from which identity theory can be used.
Abstract: In this Research Note we will explore the role of identity development for the efficiency of leadership relationships We will hold that identity theory provides a useful theoretical basis from whi
76 citations
TL;DR: The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that: • a full bibliographic reference is made to the original source • a link is made in DRO • the fulltext is not changed in any way as discussed by the authors.
Abstract: The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that: • a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders. Please consult the full DRO policy for further details.
70 citations
TL;DR: Leadership is primarily a communicative activity, and humour provides leaders with a valuable communicative resource for reconciling the competing transactional and relational demands which face th... as discussed by the authors.
Abstract: Leadership is primarily a communicative activity, and humour provides leaders with a valuable communicative resource for reconciling the competing transactional and relational demands which face th...
61 citations
TL;DR: The authors argued that the form of transformation evident in policy documents, training and reform strategies is based on a highly normative and non-educational form of change which is about securing reform.
Abstract: Centralized reform in English schools is based on a form of transformational change that we argue is unable to deliver in the ways demanded by reformers. Drawing on a government-based study of the school workforce and workload in English schools the article argues that the form of transformation evident in policy documents, training and reform strategies is based on a highly normative and noneducational form of change which is about securing reform. The emphasis is on a form of elitist leadership which remains so even though hybrids such as distributed leadership are being popularized. An alternative discourse and approach is in play, and the article examines a socially critical form of transformation which needs to be taken into account when changing professional practice, because working for change is longer term, inclusive, open ended yet more substantially transformative. Here leadership is educational, communal and socially relevant to learners learning with teachers.
59 citations
Journal Article•
38 citations
TL;DR: Despite a large number of studies concerned with leadership and leadership succession, results have been inconsistent and inconclusive as discussed by the authors, and the results of these studies have been published in a variety of journals.
Abstract: Despite a large number of studies concerned with leadership and leadership succession — of which more than 200 have addressed the latter — results have been inconsistent and inconclusive. One sugge...
TL;DR: The Romance of Leadership Scale (RLS) has been used in various studies in different countries and contexts as discussed by the authors, however, the structure of the scale has been a subject of discussion, making it difficult to compare results over different studies.
Abstract: The Romance of Leadership Scale (RLS) has been used in various studies in different countries and contexts. However, to date, the structure of the scale has been a subject of discussion, making it difficult to compare results over different studies. In this study, using student as well as organization samples from two countries, we want to clarify the factor structure of the RLS. In order to do so, we used a hypothetical factor matrix into which we rotated our data. Although this matrix fits some of the data quite well, the results argue for the use of one core factor. The factor solutions are, however, still ambiguous and we therefore recommend doing more research on a core factor of the Romance of Leadership scale.
TL;DR: In this article, the authors present a schema for education in community leadership, with an explication of three essential elements for learning to lead in communities: access to power, legitimation through support and accountability, effective community practices, and public work in public spaces.
Abstract: This article presents a schema for education in community leadership, with an explication of three essential elements for learning to lead in communities. First, community leadership is presented as the authoritative action of citizens on behalf of the public good. Second, the distinctive dynamics of community interaction provide the settings demanding leadership and therefore set the patterns for learning to lead. Third, because leadership is rooted in the authority and power of followers, leadership development must focus less on the qualities of individual leaders and more on the social settings, processes, and needs that require and facilitate authoritative action: access to power, legitimation through support and accountability, effective community practices, and public work in public spaces. The article concludes with a description of practical wisdom as the core quality required of community leaders.
TL;DR: The case of the Church Parade by some 1200 members of the all Protestant Orange Order and two bands who insist on what they see as their inalienable civil right to march along the Garvaghy Road in Portadown despite the fact that the Catholic community who live there are overwhelmingly opposed to the passage of the march and believe it is their right not to have to endure it as discussed by the authors.
Abstract: At issue is an annual Church Parade by some 1200 members of the all Protestant Orange Order and two bands who insist on what they see as their inalienable civil right to march along the Garvaghy Road in Portadown despite the fact that the Catholic community who live there are overwhelmingly opposed to the passage of the march and believe it is their right not to have to endure it. While many Orangemen regard the Order as a religious and cultural institution, others cherish it as an instrument of supremacy for asserting domination over Catholics. (Ryder and Kearney, 2001: xvi).
TL;DR: In this article, the authors seek to further an understanding of leadership as the evolution of perspectives embedded within a wider historical frame, and argue that recovering the historical, economic, and social, econ...
Abstract: In this essay, we seek to further an understanding of leadership as the evolution of perspectives embedded within a wider historical frame. It is our contention that recovering the historical, econ...
TL;DR: In this article, the authors present the findings of a research project exploring the nature of thinking as described by 14 leaders using hermeneutic phenomenological research methodology and present a visual representation which describes how leaders think through the coming of a call to lead.
Abstract: Heidegger challenges that as the world becomes more thought provoking, we are still not thinking. Yet, the very nature of being human is to think. This article presents the findings of a research project exploring the nature of thinking as described by 14 leaders using hermeneutic phenomenological research methodology. The findings are presented in a visual representation which describes how leaders think through the coming of a call to lead. There is a point when a leader makes a turn, committing them to centring their thinking on the quest. To lead is always to follow, going amidst the noise of activity and the silence of thought-full-ness. In the silence the leader awaits the guidance that will direct the way of serving. Leaders live thinking, experience a resonance of knowing, and are always on the way of change. Thinking is drawn to the ‘for the sake of’under the guidance of the embodied values.
TL;DR: In this article, the authors explore and develop some of the issues introduced by John Lawler's recent article for this journal on existentialism and leadership, and offer further insight into how existentialist ideas and principles can be used to invigorate and reorientate research into leadership.
Abstract: As the title indicates this article aims to explore and develop some of the issues introduced by John Lawler’s recent article for this journal on existentialism and leadership. The intention is to offer further insight into how existentialist ideas and principles can be used to invigorate and reorientate research into leadership. Thus, after an initial re-examination of some of the concepts introduced by Lawler,attention turns to some new themes, including nothingness, being-for-others and bad faith, before subsequently demonstrating their application to a number of fundamentalconcerns associated with debates on leadership, including trait theory, the laissez faire ‘style’, following, strategic choice and research methodology.
TL;DR: Li et al. as mentioned in this paper investigated how the work values of leaders influence the development of their trust in followers and how this is moderated by demographic factors and found that the work value of centralization is negatively related to leader trust in follower predictability.
Abstract: Previous work on trust has focused on employee trust in management. However, issues of how leaders develop trust in their followers in leader—member exchange (LMX) are under-explored. Based on theories of leader—member exchange, attribution and industrial convergence, this study investigates how the work values of leaders influence the development of their trust in followers and how this is moderated by demographic factors. A survey of 219 leaders was conducted in privately owned enterprises in China. The findings suggest that the work value of centralization is negatively related to leader trust in follower predictability. Group orientation and formalization are positively related to the development of trust in follower good faith. Moreover, age and level of formal education are found to moderate significantly the relationships between leader work values and development of their trust in followers within the context of China.
TL;DR: This paper analyzed US presidential statements on leadership since Franklin Roosevelt and found that presidents define leadership as visionary, goal oriented, moral, principles based, a responsibility, and a search for the common good.
Abstract: This study analyzes US presidential statements on leadership since Franklin Roosevelt. Results indicate that presidents define leadership as visionary, goal oriented, moral, principles based, a responsibility, and a search for the common good. Such definitions typically involve the world of ideas and ideals, which seems to lean more toward a more passive leadership role. However, presidents frequently complement these definitions with discussions of what leaders do, clearly establishing leadership as active rather than passive. Such discussions most often focus on decision making in leadership and the necessity of persuasion to facilitate decisions once made. Finally, presidents emphasize the reciprocal nature of leadership and the necessity of collaboration in leading, particularly given the ultimate importance of and focus on people. This idea of leadership typifies a western/Anglo understanding of leadership not always consistent with other cultural definitions.
TL;DR: In this article, the authors employ a methodology which uses a series of biographical case studies of leaders to examine the leadership in a single trade union and demonstrate the importance of historical context in leadership study.
Abstract: The leadership of trade unions is a much neglected aspect in the field of contemporary leadership studies despite the growing importance of the role as these organizations struggle to survive in the current political and economic climate extant in most Western countries. By employing a methodology which uses a series of biographical case studies of leaders to examine the leadership in a single trade union, this article evaluates the significance of union leadership and demonstrates the importance of historical context in leadership study. It also shows how leadership and the organization's environment inter-connect to shape the way unions develop over time together and discusses some of the implications of the study for theory.
Journal Article•
TL;DR: In this paper, a comparative analysis of the leadership of Adolfo Suarez (Spain) and Boris Yeltsin (Russia) is presented, and it is shown that there are clear similarities that point to the existence of a form of transitional leadership.
Abstract: The role of leadership in transitional regimes is an issue that requires closer examination, given the ability of the leader to shape and determine the direction of the regime. This paper seeks to delineate some common features of leadership during such regimes and the factors influencing the ability of leaders to manipulate and shift the direction of the process. To illustrate, it adopts a comparative analysis of the leadership of Adolfo Suarez (Spain) and Boris Yeltsin (Russia). It will be shown that, despite the different outcomes of these cases, there are clear similarities that point to the existence of a form of transitional leadership. Central to the paper is an adoption of the notion of structure and agency to determine the extent actors in this position can affect change within the constraints faced.
Abstract: This article explores the puzzle of whether similar legislation in varying institutional contexts requires similar leaders. Specifically, it asks if it is possible to identify key characteristics o...
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TL;DR: In a recent article as mentioned in this paper, Ashman pointed out a range of important existential concepts not covered in my original article and pointed out that existential thinking does indeed question the predominance of rationalism in our understanding of the world.
Abstract: Copyright © 200 nd Oaks, CA and New Delhi) Vol 3(1): 107–11 ww.sagepublications.com I am pleased on two counts to be able to comment on Ian Ashman’s response to my original article. First, it provides the opportunity to develop the application of existential thinking to leadership and to develop discussion about the insights such an application presents. Second, I am pleased that the original article stimulated a range of responses (Ian’s being one). Along with Ian, I believe that while existential thinking might not be topical currently, it has much to offer the study of management and leadership – and life more generally. Ian takes issue with some of my interpretation and application of Sartrean existential ideas and develops and applies other existential concepts to the study of leadership. It is not my intention to present a detailed defence of my original comments – a largely esoteric dialogue can develop where adherents or ‘disciples’ of influential thinkers and actors indulge in competition over who has the ‘correct’ interpretation or a fuller understanding of what the influential thinker ‘really’ meant. Existential thinking covers a wide range of interpretations and can never be seen as complete or fully formed – it will always be developing. As Ian has illustrated through his application of other existential concepts, the development of this line of thinking has potential to provide a positive contribution to our explorations and understandings of leadership. Ian correctly points out a range of important existential concepts not covered in my original article. However, it was never intended as an attempt comprehensively to analyse leadership from this perspective but to open the possibilities of considering leadership using existential thinking. So I will focus here on two things primarily, in response to Ian, to develop the discussion: one is the issue of rationalism and the other is the issue of ‘essence’ in relation to leadership, as they are closely related. First rationalism: Ian comments that my interpretation of existential thinking implies that ‘existentialism is somehow a philosophy built upon or sympathetic to irrationality’. This is not the intention in the common understanding of the word. However, existential thinking does indeed question the predominance of rationalism in our understanding of the world. In their discussion of the fundamental themes of phenomenology and existentialism Wrathall and Dreyfus (2006: 15) note that these approaches both share
TL;DR: In this article, the authors compare two legislative initiatives of President F. D. Roosevelt with the aim of finding an explanation for one of the failures of Roosevelt's presidency: his attempt to change the composition of the Supreme Court in 1937.
Abstract: This article compares two legislative initiatives of President F. D. Roosevelt with the aim of finding an explanation for one of the failures of Roosevelt's presidency: his attempt to change the composition of the Supreme Court in 1937. Comparing Roosevelt's strategy and activities during the Court-packing crisis and drafting and processing the Lend-Lease act it can be concluded that the differences are not structural but gradual. In both cases he pushed the political system to the limits in about the same way, but in the Court-packing case this brinkmanship fails. Roosevelt misinterprets signals and misses good opportunities to come out of it a winner because of specific, and particular circumstances further explored in the article.