2.50
Hdl Handle:
http://hdl.handle.net/10547/603573
Title:
Individual and organisational leadership: the shared approach
Authors:
Lee-Davies, Linda; Kakabadse, Nada K.
Abstract:
Purpose - this paper focuses on reducing the margin for leadership error in meeting strategic aims by forming a more robust approach to developing a broader and more reliable set of leadership skills to provide a greater likelihood of strategic alignment between corporate and individual need, increasing both of their respective shelve lives. Design and Methodology - underpinned by empirical studies as well as conceptual argument, a new and original model of shared leadership is formed from six previous publications by the same authors as well as selected leadership literature reviews resulting in interesting and novel propositions. Findings – the examination presented shows that these skills, therefore, need to be embedded in every day practice and shared at every strategic level in order to provide necessary strength and yet be flexible enough to adapt to survive in differing environments. These push the modern leader into developing softer skills to really get to know themselves and their company in a more holistic manner with the purpose of increasing the long range planning and survival of both. Originality and Value - the resulting original model demonstrates the value of leadership through collaboration which requires a different approach from developing self to acquiring and sharing critical organisational information for more informed decision making through a deliberative inquiry approach, before aligning all effort towards the organisational vision.
Affiliation:
University of Bedfordshire; University of Reading
Citation:
Lee-Davies, L. and Kakabadse, N. (2013) 'Individual and Organisational Leadership: The Shared Approach'. International Journal of Reviews and Studies in Economics and Public Administration 1 (1)
Journal:
International Journal of Reviews and Studies in Economics and Public Administration
Issue Date:
2013
URI:
http://hdl.handle.net/10547/603573
Additional Links:
http://econpapers.repec.org/article/epdjournl/v_3a1_3ay_3a2013_3ai_3a1_3ap_3a1-17.htm; http://studiesandresearches.net/index.php/IJRSEPA/article/view/8
Type:
Article
Language:
en
ISSN:
2344–6803
Appears in Collections:
Centre for Leadership Innovation (CLI)

Full metadata record

DC FieldValue Language
dc.contributor.authorLee-Davies, Lindaen
dc.contributor.authorKakabadse, Nada K.en
dc.date.accessioned2016-03-24T09:14:37Zen
dc.date.available2016-03-24T09:14:37Zen
dc.date.issued2013en
dc.identifier.citationLee-Davies, L. and Kakabadse, N. (2013) 'Individual and Organisational Leadership: The Shared Approach'. International Journal of Reviews and Studies in Economics and Public Administration 1 (1)en
dc.identifier.issn2344–6803en
dc.identifier.urihttp://hdl.handle.net/10547/603573en
dc.description.abstractPurpose - this paper focuses on reducing the margin for leadership error in meeting strategic aims by forming a more robust approach to developing a broader and more reliable set of leadership skills to provide a greater likelihood of strategic alignment between corporate and individual need, increasing both of their respective shelve lives. Design and Methodology - underpinned by empirical studies as well as conceptual argument, a new and original model of shared leadership is formed from six previous publications by the same authors as well as selected leadership literature reviews resulting in interesting and novel propositions. Findings – the examination presented shows that these skills, therefore, need to be embedded in every day practice and shared at every strategic level in order to provide necessary strength and yet be flexible enough to adapt to survive in differing environments. These push the modern leader into developing softer skills to really get to know themselves and their company in a more holistic manner with the purpose of increasing the long range planning and survival of both. Originality and Value - the resulting original model demonstrates the value of leadership through collaboration which requires a different approach from developing self to acquiring and sharing critical organisational information for more informed decision making through a deliberative inquiry approach, before aligning all effort towards the organisational vision.en
dc.language.isoenen
dc.relation.urlhttp://econpapers.repec.org/article/epdjournl/v_3a1_3ay_3a2013_3ai_3a1_3ap_3a1-17.htmen
dc.relation.urlhttp://studiesandresearches.net/index.php/IJRSEPA/article/view/8en
dc.subjectleadershipen
dc.subjectvisionen
dc.subjectoutcomeen
dc.subjectsurvivalen
dc.subjectrobusten
dc.subjectdevelopmenten
dc.subjectN220 Institutional Managementen
dc.titleIndividual and organisational leadership: the shared approachen
dc.typeArticleen
dc.contributor.departmentUniversity of Bedfordshireen
dc.contributor.departmentUniversity of Readingen
dc.identifier.journalInternational Journal of Reviews and Studies in Economics and Public Administrationen
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