The changing face of leadership

Strategic Direction - Tập 26 Số 1 - Trang 21-23 - 2010

Tóm tắt

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe traditional view of a leader is of a forceful individual who sets a clear agenda and expects followers to carry out his or her instructions unquestioningly. Like the Captain of a ship, the leader brooks no dissent and indeed Sims et al. point out that the English word to lead is derived from the Old Norse word laed that means to determine the course of a ship. However, in today's fast changing commercial environment, with the added pressures of economic uncertainty, one style of leadership cannot fit all situations. Leaders must learn to adapt their leadership styles and strategies to meet the needs of various complex situations.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.Social implicationsThis paper demonstrates that different leadership styles are appropriate for various stages of project management.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Từ khóa


Tài liệu tham khảo

Avery, G. (2001), “Situational leadership preferences in Australia: congruity, flexibility and effectiveness”, Leadership & Organization Development Journal, Vol. 22 No. 1, pp. 11‐21.

Bass, B., Avolio, B. and Active, P. (2003), Multifactor Leadership Feedback Report, destiny door coaching.com, Redwood City, CA.

Bligh, M.C. and Coles, J.C. (2009), “The enduring allure of charisma: how Barack Obama won the historic 2008 presidential election”, Leadership Quarterly, Vol. 20 No. 3, pp. 483‐93, ISSN: 1048‐9843.

Hersey, P. and Blanchard, K. (1969), “Life‐cycle theory of leadership”, Training & Development Journal, Vol. 2, pp. 6‐34.

Oke, A., Munshi, N. and Walumba, F.O. (2009), “The influence of leadership on innovation processes and activities”, Organizational Dynamics, Vol. 38 No. 1, pp. 64‐73, ISSN: 0090‐2616.

Pearce, C.L., Sims, H.P., Cox, J.F., Ball, G., Schnell, E., Smith, K.A. and Trevino, L. (2003), “Transactors, transformers and beyond: a multi‐method development of a theoretical typology of leadership”, Journal of Management Development, Vol. 22 pp. 273‐307.

Sims, H.P., Faraj, S. and Yun, S. (2009), “When should a leader be directive or empowering: how to develop your own situational theory of leadership”, Business Horizons, Vol. 52 No. 2, pp. 149‐59, ISSN: 0007‐6813.

Thông tin
Thông tin xuất bản

Strategic Direction

Tập 26 Số 1

21-23

Thông tin tác giả