 A New Model of Leadership for a Living OrganizationJohn F. Kucia and Linda S. Gravett Chapter Chapter 2 in Leadership in Balance, 2014, pp 15-21 from Palgrave Macmillan Abstract: Abstract What can a university leader and a corporate leader learn from one another about leading change in their respective organizations? What difference would it make for a leader to think of an organization as a community of talented people rather than a machine to make money and how differently would that person lead his/her organization? What is the influence inside an organization whose leader is fondly nicknamed, “Neutron Jack” (Jack Welsh of GE) or the “Prince of Darkness” (Ed Artz of P&G)? All of this leads us to ask the next strategic questions: Leadership for what purpose? Who is that person? What kind of leader must he/she be? Who is capable of leading a long-living organization in this century’s global society? In The Living Company, Arie de Geus gives us a start by defining a long-living organization as an entity that has survived for 100 years or more because it has developed the ability to learn as an organization and improve, to build community, to construct relationships with entities within and outside of itself, and to govern its own growth and evolution effectively.1 Keywords: Emotional Intelligence; Cultural Competence; Corporate Leader; Business Result; Talented People (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-39344-9_2 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.