Departmental Affiliation, Leadership and Leadership Development

Gareth Edwards and Doris Jepson

Chapter 11 in Leadership Perspectives, 2008, pp 144-160 from Palgrave Macmillan

Abstract: Abstract In line with some of the general themes of this book, that is, theorising and researching leadership in context and the development of more sophisticated constructs of leadership, this chapter will discuss how the department to which a leader is affiliated impacts upon their leadership behaviour and effectiveness. Initially, the chapter explores leader prototypicality as a central concept for considering departmental affiliation and leadership. The chapter then discusses the relevance of implicit leadership theories to leader prototypicality and departmental affiliation and also introduces the concept of transformational, transactional and laissez-faire leadership as providing a useful behavioural perspective when considering leadership in a departmental context.

Keywords: Social Identity; Transformational Leadership; Leadership Behaviour; Leadership Development; Social Identity Theory (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-58406-8_11

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DOI: 10.1057/9780230584068_11

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