How can we make sense of leadership in the 21st century
Explores the development of thinking on leadership and places it in the context of the dominant discourses of the period in which studies were conducted. Argues that if a sense making paradigm is adopted. it becomes feasible to identify a model of leadership, which is relevant to the context of comp...
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| Vydáno v: | Leadership & organization development journal Ročník 24; číslo 5; s. 273 - 284 |
|---|---|
| Hlavní autor: | |
| Médium: | Journal Article |
| Jazyk: | angličtina |
| Vydáno: |
Bradford
MCB UP Ltd
01.08.2003
Emerald Group Publishing Limited |
| Témata: | |
| ISSN: | 0143-7739, 1472-5347 |
| On-line přístup: | Získat plný text |
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| Abstract | Explores the development of thinking on leadership and places it in the context of the dominant discourses of the period in which studies were conducted. Argues that if a sense making paradigm is adopted. it becomes feasible to identify a model of leadership, which is relevant to the context of complexity and change facing organisations in the early twentyfirst century. The model emerges when the measure of effectiveness is changed from organisational success to the impact of the leader on followers and on building of capability. The argument for such a shift is underpinned by the movement of dominant organisational logic from a Weberian rationalanalytical one to a logic which acknowledges emotional considerations. Within the leadership arena it has been proposed that emotional intelligence is a major factor underpinning success. Presents data from recent research, which empirically demonstrates linkages between emotional intelligence and leadership. These findings are examined in conjunction with the Emergent model. |
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| AbstractList | Explores the development of thinking on leadership and places it in the context of the dominant discourses of the period in which studies were conducted. Argues that if a 'sense making' paradigm is adopted. it becomes feasible to identify a model of leadership, which is relevant to the context of complexity and change facing organisations in the early twenty-first century. The model emerges when the measure of effectiveness is changed from organisational success to the impact of the leader on followers and on building of capability. The argument for such a shift is underpinned by the movement of dominant organisational logic from a Weberian rational/analytical one to a logic which acknowledges emotional considerations. Within the leadership arena it has been proposed that emotional intelligence is a major factor underpinning success. Presents data from recent research, which empirically demonstrates linkages between emotional intelligence and leadership. These findings are examined in conjunction with the 'Emergent model'. Explores the development of thinking on leadership and places it in the context of the dominant discourses of the period in which studies were conducted. Argues that if a sense making paradigm is adopted. it becomes feasible to identify a model of leadership, which is relevant to the context of complexity and change facing organisations in the early twentyfirst century. The model emerges when the measure of effectiveness is changed from organisational success to the impact of the leader on followers and on building of capability. The argument for such a shift is underpinned by the movement of dominant organisational logic from a Weberian rationalanalytical one to a logic which acknowledges emotional considerations. Within the leadership arena it has been proposed that emotional intelligence is a major factor underpinning success. Presents data from recent research, which empirically demonstrates linkages between emotional intelligence and leadership. These findings are examined in conjunction with the Emergent model. Explores the development of thinking on leadership and places it in the context of the dominant discourses of the period in which studies were conducted. Argues that if a "sense making" paradigm is adopted. it becomes feasible to identify a model of leadership, which is relevant to the context of complexity and change facing organisations in the early twenty-first century. The model emerges when the measure of effectiveness is changed from organisational success to the impact of the leader on followers and on building of capability. The argument for such a shift is underpinned by the movement of dominant organisational logic from a Weberian rational/analytical one to a logic which acknowledges emotional considerations. Within the leadership arena it has been proposed that emotional intelligence is a major factor underpinning success. Presents data from recent research, which empirically demonstrates linkages between emotional intelligence and leadership. These findings are examined in conjunction with the "Emergent model." [PUBLICATION ABSTRACT] |
| Author | Higgs, Malcolm |
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| Cites_doi | 10.1037/0003-066X.52.2.130 10.1108/02683940010330993 10.1108/01437739910287117 10.1111/j.1559-1816.1992.tb01546.x 10.1111/1467-8551.0047 10.5465/ame.1994.9503101181 10.1016/S0065-2601(08)60051-9 10.1002/(SICI)1099-050X(199721)36:1<175::AID-HRM28>3.0.CO;2-9 10.1016/S0090-2616(02)00067-0 10.1007/BF01384942 10.1002/ltl.40619981008 10.1002/smi.926 10.1080/714042459 10.1348/096317901167208 10.1348/096317901167451 10.1080/00223980.1948.9917362 10.1111/1468-2389.00162 10.1111/1468-2389.00058 10.1108/09649429510146901 10.1037/0003-066X.49.6.493 10.1177/1350507697281002 10.1177/0170840699201004 10.2190/DUGG-P24E-52WK-6CDG |
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| Title | How can we make sense of leadership in the 21st century |
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