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AbstractBy setting out to highlight the potential conflicts linked to the decision choices of the pressurised leader, this paper stokes a passionate argument about the components of leadership discretion. With a deliberate attempt to question all influencing aspects on the decision itself and contextualization of where that decision sits between corporate and personal interest, it clearly magnifies a number of governance issues for future consideration. A focused study of CEOs provides firm qualitative underpinning for discussion. Honest comment is collected regarding the effect that personal influence can have, not just on the discretion application, but on its ultimate manifestation. The wide-ranging opinion stresses the many levels of prior consideration are necessary for most effective outcomes.
CitationKakabadse, N.K., Lee-Davies, L. and Kakabadse, A. (2009) 'Leadership discretion: a developmental experience', Strategic Change, 18(3-4),pp.111-124
PublisherJohn Wiley and Sons