 Leadership in organisations: Meta, macro and microJohn Nicholls European Management Journal, 1988, vol. 6, issue 1, 16-25 Abstract: The study of leadership suffers from too many definitions, not too few. Much of this confusion springs from the fact that there are two fundamentally different perspectives on leadership. From these arise three common usages of the word. This article suggests that we recognise this diversity and abandon the search for a unique definition. The first perspective views leadership as "influence on individuals" without using power or authority. This "meta" leadership relates individuals to their environment through "visioning" -- a complex interaction of perception, articulation, conviction and empathy (PACE). The second perspective views leadership as the "shaking and moving" of an organisation to face the future, cope with change and achieve results. It includes both the creation of a successful organisation, through "macro" leadership, and the accomplishment of specific jobs or tasks, through "micro" leadership. These three types of leadership -- meta, macro and micro -- are examined from the two perspectives. It is suggested that all three should be exercised by managers at all levels - no matter how junior. Date: 1988 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:6:y:1988:i:1:p:16-25 Ordering information: This journal article can be ordered from Access Statistics for this article European Management Journal is currently edited by Michael Haenlein More articles in European Management Journal from Elsevier |
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