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Download Contemporary Leadership Theories: Enhancing the by Ingo Winkler PDF

By Ingo Winkler

This publication offers a complete evaluation of simple theoretical ways of today’s management examine. those methods conceive management as an interactive and intricate method. They rigidity the importance of the person belief for constructing and forming management family. management is known because the made from complicated social relationships embedded within the good judgment and dynamic of the social system.

The publication discusses theoretical ways from most sensible management journals, but additionally addresses numerous choices which are appropriate to problem mainstream management learn. It contains attributional and psychodynamic techniques, charismatic management theories, and theoretical options that outline leader-member kinfolk by way of trade kinfolk, in addition to management less than symbolic and political views, within the mild of position idea and as a strategy of social learning.

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Additional info for Contemporary Leadership Theories: Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership

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Charisma as Fire Klein and House (1995) summarized the then current stand of development of the theory by employing a fire metaphor (see Fig. 1). g. according to performance goals, rewards) Fig. J. , On fire: Charismatic leadership and levels of analysis, p. 186, Copyright (1995), with permission from Elsevier) The charisma-conductive environment serves as oxygen. Such environment could be found in times of crises or any other unstable and uncertain situation. In such contexts, leaders with specific charismatic characteristics and behaviors serve as the spark.

36 5 Neocharismatic Leadership Value-Based Leadership Later on, House and colleagues distanced themselves from the term “charismatic” and called their approach “value-based leadership” (House et al. 1998). “Valuebased leadership is defined as a relationship between an individual (leader) and one or more followers based on shared strongly internalized ideological values espoused by the leader and strong follower identification with these values” (House et al. 1998, p. 2). The authors pointed to the problematic impression with the attribute “charismatic” as a person who is charming, attractive, and sometimes macho, and sexually appealing.

House et al. , 1999; House et al. 2004). This long-term research program started in 1994 and consists of a network of 170 social scientists and management scholars from over 62 countries. The basic aim is to develop an empirically based theory to describe, understand, and predict the impact of cultural variables on leadership and organizational processes as well as the effectiveness of these processes. The project can be divided into three phases (House and Hanges 2004). In the first phase, a set of scales was developed and validated that were required for testing the constructs in the conceptual model of the project.

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