 IntroductionDavid Cremer
Chapter Chapter 1 in The Proactive Leader, 2013, pp 1-16 from Palgrave Macmillan Abstract: Abstract There is no subject about which so much has been written so often as leadership.1 Notwithstanding the enormous number of books on this theme, there is still an air of mystique surrounding our leaders. Perhaps for this reason, the concept of leadership is still imperfectly understood, so that new and deeper perspectives are put forward at regular intervals in the hope of better explaining this key social phenomenon. Of course, relationships between people and, above all, the social dynamic that those relationships entail are by no means a simple matter. Quite the reverse, in fact. The existence of a multiplicity of theoretical analyses is therefore not necessarily a bad thing. Even when you have managed to get to grips with a social phenomenon such as leadership, it is still important to further broaden your understanding. And to help you find your way through this plethora of different viewpoints, it can do no harm to be aware that — in my opinion, at least — leadership has two dominant perspectives: the perspective of the leader and the perspective of the follower.2 Keywords: Transformational Leadership; Leadership Style; Blind Spot; Leadership Behaviour; Effective Leadership (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:978-1-137-29027-4_1 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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