The leadership disease...and its potential cures

Name: The leadership disease...and its potential cures
Author: Pearce, Craig Lewis, Manz, C. C.

İsim	The leadership disease...and its potential cures
Yazar	Pearce, Craig Lewis, Manz, C. C.
Basım Tarihi:	2014
Basım Yeri	- Elsevier
Konu	Self-leadership, Shared leadership, Corporate Social Responsibility (CSR), Corporate Social Irresponsibility (CSIR), Corruption
Tür	Süreli Yayın
Dil	İngilizce
Dijital	Evet
Yazma	Hayır
Kütüphane:	Özyeğin Üniversitesi
Demirbaş Numarası	1873-6068
Kayıt Numarası	6f7b9f8d-6147-46b0-b42b-46c4d7335a55
Lokasyon	Business Administration
Tarih	2014
Notlar	Due to copyright restrictions, the access to the full text of this article is only available via subscription.
Örnek Metin	Leadership development and executive education have taken on increased prominence in recent years. The natural tendency is to approach the subject of leadership as a hierarchically-based process that is focused on higher-level individual leaders influencing lower-level followers. This tendency is consistent with myths surrounding charismatic and heroic visionary leaders who are often portrayed as single-handedly inspiring and directing their organizations to new heights. Unfortunately, these simplistic portrayals of leadership are promulgated by the media and desired by the consuming public. However, this kind of framing of leadership is dangerous: it lays the seeds of centralization of power, which can have innumerable detrimental outcomes. Accordingly, we explore two potent antidotes to this simplistic hierarchical formulation of leadership that have become an increasing focus of leadership research: self-leadership and shared leadership.
DOI	10.1016/j.bushor.2013.11.005
Cilt	57

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The leadership disease...and its potential cures

Yazar Pearce, Craig Lewis, Manz, C. C.

Basım Tarihi 2014

Basım Yeri - Elsevier

Konu Self-leadership, Shared leadership, Corporate Social Responsibility (CSR), Corporate Social Irresponsibility (CSIR), Corruption

Tür Süreli Yayın

Dil İngilizce

Dijital Evet

Yazma Hayır

Kütüphane Özyeğin Üniversitesi

Demirbaş Numarası 1873-6068

Kayıt Numarası 6f7b9f8d-6147-46b0-b42b-46c4d7335a55

Lokasyon Business Administration

Tarih 2014

Notlar Due to copyright restrictions, the access to the full text of this article is only available via subscription.

Örnek Metin Leadership development and executive education have taken on increased prominence in recent years. The natural tendency is to approach the subject of leadership as a hierarchically-based process that is focused on higher-level individual leaders influencing lower-level followers. This tendency is consistent with myths surrounding charismatic and heroic visionary leaders who are often portrayed as single-handedly inspiring and directing their organizations to new heights. Unfortunately, these simplistic portrayals of leadership are promulgated by the media and desired by the consuming public. However, this kind of framing of leadership is dangerous: it lays the seeds of centralization of power, which can have innumerable detrimental outcomes. Accordingly, we explore two potent antidotes to this simplistic hierarchical formulation of leadership that have become an increasing focus of leadership research: self-leadership and shared leadership.

DOI 10.1016/j.bushor.2013.11.005

Cilt 57