The Leadership Context

Malcolm Higgs and Victor Dulewicz
Additional contact information
Malcolm Higgs: Birmingham City University Business School
Victor Dulewicz: Henley Business School

Chapter 7 in Leading with Emotional Intelligence, 2024, pp 111-135 from Springer

Abstract: Abstract In the previous chapter we explored developments in our thinking about the nature of leadership and the way in which we can develop leadership that will be effective in achieving key organisational goals. We alluded to the changing context in which leadership is enacted. In this chapter we explore in more detail the context facing organisations today and the related impact this has on leadership. We propose that our thinking about leadership needs to be set within a context of complexity, commitment and change.

Keywords: Organisational commitment; Affective commitment; Transformational leadership; Leadership behaviour; Motivation (search for similar items in EconPapers)
Date: 2024
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

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:spr:sprchp:978-3-031-48970-9_7

Ordering information: This item can be ordered from
http://www.springer.com/9783031489709

DOI: 10.1007/978-3-031-48970-9_7

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().