Subordinate Development: The Third Strand of Leadership

Anup K. Singh and Sanjyot Pethe

Management and Labour Studies, 2003, vol. 28, issue 3, 209-222

Abstract: Leadership, in work settings, is a social process through which an individual exerts influence intentionally over others to structure behaviours and relationships within a group or an organization. The influence process takes place in form of task orientation and relationship orientation, which we call as two strands of leadership. These behavioural approaches were in the period when the world was far more stable and a predictable place. Since the these studies may not capture the present day realities, researchers in Finland and Sweden have been reassessing whether there are only these two orientations. The basic premises of the present article is that in a changing world effective leaders would exhibit development oriented behaviour. Consequently, the present study explores the development aspects of leadership, which could be called the third strand of leadership.

Date: 2003
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/0258042X0302800302 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:manlab:v:28:y:2003:i:3:p:209-222

DOI: 10.1177/0258042X0302800302

Access Statistics for this article

More articles in Management and Labour Studies from XLRI Jamshedpur, School of Business Management & Human Resources
Bibliographic data for series maintained by SAGE Publications ().