By John Storey
This 3rd variation of Leadership in firms: present concerns and Key Trends builds at the good fortune of the former models, with new and up to date chapters supplying clean and energetic insights right into a topic which could usually be difficult to pin down.
Leadership in Organizations
rigorously balances thought and perform, together with severe views, to envision basic questions on the which means of management, its use and its improvement. Readers will enjoy the text’s wealthy use of circumstances and examples of real-life tensions, demanding situations and winning results of management perform. The ebook additionally units itself aside via its exact specialise in management in the wider contexts of politics, economics and public coverage, in addition to organizational behaviour and management.
New components for this version include:
- The ethical pitfalls of leadership
- Leadership roles below drawback conditions
- Fresh research of the impression of management on functionality outcomes
This is the best textual content for complicated scholars of management experiences, in addition to practitioners seeking to deepen their figuring out of the management approach and to augment their management talents.
Read or Download Leadership in Organizations: Current Issues and Key Trends PDF
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Extra resources for Leadership in Organizations: Current Issues and Key Trends
The terms ‘charismatic’ and ‘transformational’ are used more or less interchangeably in much of the literature. However, it is of course possible to make a distinction between the two. Distilling here a large literature on the ‘charismatic leader’ (Bass 1985a, 1985b, 1990; Bryman 1992; Conger and Kanungo 1998, 1987; Sankowsky 1995), the notion can be broadly captured by reference to six elements: • • • • • • an heroic figure (usually with attributed past success stories); a mystic in touch with higher truths; a value-driven individual rather than one who is apparently purely self-serving; someone who is perceived to ‘know the way’; an individual who has a vision of a more desirable and achievable future; and finally someone thought to be capable of caring for and developing followers.
Legacy and a reformulated theory’. Leadership Quarterly 7:323–52. Howell, J. ’, Academy of Management Executive 6(2): 43–54. H. (2002) ‘The many faces of emotional leadership’, Leadership Quarterly 13 (5): 493–504. Katz, D. Kahn (1978) The Social Psychology of Organizations, New York: John Wiley Khurana, R. (2002a) ‘The curse of the superstar CEO’, Harvard Business Review, September: 3–8. ——(2002b) Searching for the Corporate Savior, Princeton, NJ: Princeton University Press. Kotter, J. (1988) The Leadership Factor, New York: Free Press.
Because leadership is perceived as fundamentally about ‘doing’ rather than ‘knowing’, there is an inherent bias towards activity-focused and indeed briskly paced encounters. The hours are long and the programme is normally packed. Participants, clients and providers often collude in fulfilling the prior expectation that events must be exciting and fast moving. In consequence, there is little time for reflection or strategic thinking. These characteristics of leadership development events are self-evidently in tension with the kind of clear thinking supposedly required of top leaders.