Leadership for What?

Eric Guthey, Steve Kempster, Robyn Remke

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Abstrakt

This chapter focuses on K. Starkey and P. Madan started, aiming to map out a new approach to the production of leadership knowledge and, ultimately, to the production and reproduction of leadership itself. K. Parry and B. Jackson have elaborated on Kempster and colleagues’ point that leadership should function to champion societal purpose as a countervailing force to corporate purpose. The empirical evidence pointed to a relational, rather than a positional, form of leadership. Design science reflects many principles of action learning - which often inform best practices in leadership development. A number of the collaboratories were joint efforts among a network of leadership scholars from several different countries, alongside practitioners in leadership development and social change work. The Gauteng City Region Academy’s partner in the initiative, the Lancaster Leadership Collaboratory, comprises academics from the Lancaster University Management School who teach and research issues related to leadership, organizational communication, and organizational behaviour.

OriginalsprogEngelsk
TitelWhat’s Wrong with Leadership? : Improving Leadership Research and Practice
RedaktørerRonald E. Riggio
Antal sider20
Udgivelses stedNew York
ForlagRoutledge
Publikationsdato2018
Sider279-298
Kapitel15
ISBN (Trykt)9781138059399, 9781138059405
ISBN (Elektronisk)9781315163604
DOI
StatusUdgivet - 2018
NavnLeadership: Research and Practice series

Citationsformater

Guthey, E., Kempster, S., & Remke, R. (2018). Leadership for What? I R. E. Riggio (red.), What’s Wrong with Leadership?: Improving Leadership Research and Practice (s. 279-298). Routledge. Leadership: Research and Practice series https://doi.org/10.4324/9781315163604