 Conventional PathologiesGilbert W. Fairholm
Chapter 11 in Overcoming Workplace Pathologies, 2015, pp 151-175 from Springer Abstract: Abstract Leading others takes place in a complex cultural metric that typically both helps the leader lead and presents obstacles to that leadership. In every work situation there are many factors present that work both for and against success. No work culture is ever fully congruent with the leader’s needs. The typical work community includes people who purposefully or not act to impede progress toward the leader’s goals of unity, productivity, and coordinated action. The chapters above have explored some of the most recent and most significant of these pathological features advanced ostensibly to improve the work culture that, in fact, works against this goal. They have been promoted as improvements. In fact, they have achieved the opposite result. They have hindered development of a viable, work culture and lessened the leader’s ability to build a productive, mutually satisfying and effective work community. But these are not the only impediments to effective leadership. Keywords: Psychological Contract; Work Community; Leader Action; Work Culture; Open Mind (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:spr:mgmchp:978-3-319-17154-8_11 Ordering information: This item can be ordered from DOI: 10.1007/978-3-319-17154-8_11 Access Statistics for this chapter More chapters in Management for Professionals from Springer |
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