The Dogs that Rarely Barked: Alternative Conceptions of Leadership

Edward Peck and Helen Dickinson
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Edward Peck: University of Birmingham
Helen Dickinson: University of Birmingham

Chapter 3 in Performing Leadership, 2009, pp 38-62 from Palgrave Macmillan

Abstract: Abstract Let us start with an eloquent summary of much leadership theory to date constructed by Kakabadse and Kakabadse (1999: 1): From the ancient philosophers to Hobbes and Nietzsche, to current scholars, finding out what makes the visionary hero, the superman, the great man or woman, tick, has become an obsession. Through assumption, predisposition or just painstaking research, the search has been on to identify those elements that lead to superhuman drive, a sharp eye, a decisive mind, all of which put together generate in an individual a force that makes for an extraordinary impact. The hope is that once these attributes are isolated, they can in turn be replicated and through training or other means, be inculcated in others.

Keywords: Organisational Context; Transformational Leader; Alternative Conception; Institutional Theory; Social Regulation (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-24617-1_3

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DOI: 10.1057/9780230246171_3

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