Leadership, Threats, and Change: How to Generate Leadership Strength by Understanding Problems and Crises

Michael Paschen and Erich Dihsmaier

Chapter 4 in The Psychology of Human Leadership, 2014, pp 91-107 from Springer

Abstract: Abstract In the first chapter of this book, we introduced the image of the sculpture. We said that it is not possible to perceive the phenomenon of leadership as a picture, from just one perspective, but that it must be considered as a sculpture that can be looked at from different angles depending on different causes and interests. Each vantage point is true in itself, but never complete. In the previous chapters, we described leadership primarily through the psychological processes in the leadership relationship. We wrote about developing and establishing the leadership relationship. We identified fear and trust as the constituent elements of leadership relationships and looked at the different relationship contracts that leaders and followers enter into. We then examined the hands-on element of leadership and analyzed which roles a leader needs to assume, as employees with different personality types and different complexes of needs require different strategies of address (persuasion, motivation, and assertion).

Keywords: Target State; Leadership Action; Innovation Problem; Information Problem; Relationship Contract (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-642-37054-0_4

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DOI: 10.1007/978-3-642-37054-0_4

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