Book Reviews : Warren Bennis and Bert Nanus: Leaders, the Strategies for Taking Charge 1985, New York: Harper and Row. 244 pages. Peter F. Drucker: Innovation and Entrepreneurship 1985, New York: Harper and Row. 277 pages

Storm, Peter M.

doi:10.1177/017084068600700407

Cited by 3 publications

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“…A similar idea is contained in the Medicine Wheel teachings of the Plains Indians of North America (Storm, 1972). This concept uses the four cardinal directions to delineate “Four Great Powers” and perspectives for perceiving the world.…”

Section: Assessing Flexibility As a Mastery Of Oppositesmentioning

confidence: 90%

Assessing flexible leadership as a mastery of opposites.

Kaiser¹,

Overfield²

2010

Consulting Psychology Journal: Practice and Research

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Because flexible leadership is vital to organizational adaptability and performance, it is important to measure flexibility to identify leadership potential and to guide the development of managers. The most common method for measuring the flexibility of managers involves coworker ratings to survey items that ask about general tendencies for a manager to change behavior in response to changing situational conditions. Unfortunately, there are significant limitations to this approach. This article discusses an alternative method grounded in complexity theories of organizations and leader behavior. In this view, flexible leadership is conceptualized as the mastery of opposing but complementary behaviors in terms of how one leads as well as in terms of what organizational issues a leader focuses on. The mechanics of assessing this conception of flexible leadership are described in detail along with a demonstration of its ability to predict leadership effectiveness. Pros and cons associated with applying the mastery of opposites approach are discussed along with suggestions for how consultants and talent managers can use it.

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Section: Assessing Flexibility As a Mastery Of Oppositesmentioning

confidence: 90%

Assessing flexible leadership as a mastery of opposites.

Kaiser¹,

Overfield²

2010

Consulting Psychology Journal: Practice and Research

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“…Occult knowledge systems are associated with superhuman (not supernatural) phenomena. There are spiritual traditions that are based on the guidance of such entities (see Black Elk, 1932; Storm, 1972), but even here, the occult is only a fragment of the metaphysics. Abstracted from tradition, occult efforts are suspect (Kehoe, 1990).…”

Section: The Sacredmentioning

confidence: 99%

The sacred, the erotic and the ecological: the politics of transformative global discourses

Upadhyaya

1995

Journal of Organizational Change Management

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A celebration of possible transformations of our radical and mainstream discourses of globalization. Begins by displacing two conventional dualizations that inform our scholarly theorizing and practice: between the global and the local and between our work and ourselves. Advocating politics of abundance and generosity that celebrates ontological exuberance and the creation of transformative realities, invites academic élites to co‐create global possibilities in the service of all life and all ways of life. Enjoying the multiple possibilities of texts three narrative evocations follow – the sacred, the erotic and the ecological. The postcolonial gifts of these three dimensions inform possible transformations for us as teachers, enquirers and practitioners. It concludes with invitations to action and offerings of service.

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Leadership Theories and Post Soviet Authoritarian Leaders

Gelashvili

Tukvadze²,

Abzianidze³

2021

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Based on the theories (of personality traits’, situational, followers’, psychological) related to the emergence of political leadership, on the basis of comparative and qualitative methods, the characteristics of political leadership have been studied in the post-Soviet era. A leader uses the situation, relies upon the followers, and, in most cases, the great leaders awarded with charisma are characterized by a whole range of psychological features, but in all cases the determining role is played by the qualities of a leader, the majority of which are inherited. In our opinion, the argument provided by researchers that regular mortals may be gifted with the traits of a leader, is not convincing in disproving “the theory of traits ” due to two reasons: first, a leader is a human being, a social creature (human is a political being and separately, as a self-sufficient entity, it is either a beast or a god – Aristotle) and naturally they possess human features; second, a leader has to be characterized by a high degree (dosage) of distinguishing attributes and, most importantly, they are the main force in the process of striving towards the governance and all the other actions subordinate to them. This judgement is concerning the great leaders distinguished in the history of humankind, the actions of whom have changed the vector of the history development, and there are no leaders with such skills and capacity on the post-Soviet political stage yet. The hypothesis of the topic to be researched is as follows: the traits of leadership in the political arena of post-Soviet countries are determined by the dominance of the subject political culture, heavy social-economic background, the specifics of a national-psychological and mental development of a given nation, foreign policy orientations. Each of the above-mentioned variables influence the process of selecting leaders in different degrees (for example: in the reality of Georgia the foreign policy orientation is a significant condition to the position of a leader in the government, because the key of country’s independence lies outside the country and the inclination towards “looking up to the foreign/a foreigner” is relevant to Georgian mentality and the mindset of electorate, while in Russia a leader is mainly characterized and inspired by the Russian geo-political interests, orthodox-messiah ideas and mainly has to support the national idea consolidating the “Great Russian chauvinism” and Russian “Sovereign Democracy”, but in all settings the determining factor is the excessiveness of the subordinate political orientations (except for the Baltic countries) in the presence of which, according to Almond and Verba’s concept of political culture, the majority of citizens expect the desirable actions from the leader – the savior of the country and the state; all of this, in the environment of poor economic development and weak institutions, consequently leads to excessive number of populist, authoritative leaders in national governments.

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Book Reviews : Warren Bennis and Bert Nanus: Leaders, the Strategies for Taking Charge 1985, New York: Harper and Row. 244 pages. Peter F. Drucker: Innovation and Entrepreneurship 1985, New York: Harper and Row. 277 pages

Cited by 3 publications

References 0 publications

Assessing flexible leadership as a mastery of opposites.

Assessing flexible leadership as a mastery of opposites.

The sacred, the erotic and the ecological: the politics of transformative global discourses

Leadership Theories and Post Soviet Authoritarian Leaders

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