Freedom and Co-ordination (RLE: Organizations)

Follett, Mary Parker

doi:10.4324/9780203370469

Cited by 9 publications

(2 citation statements)

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“…In this activity, however, the hierarchical leadership relationship is constructed through the enactment of a 'legal authority' grounded in bureaucratic rules (Weber, 1978). This legal authority allows the framing of order to others as the standard of practice rather instead of personal demands (Follett, 1949).…”

Section: De-personalisingmentioning

confidence: 99%

A Balancing Act of Leadership: The Practice of Shaping the Direction of a Project Portfolio

Kortantamer

2024

Project Management Journal

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This article explores the practice of shaping the project portfolio direction through the lens of leadership. Focusing on a public setting, it uncovers three interrelated activities: developing ownership, networking, and de-personalizing. These activities can be accomplished through continuous balancing of substantive–symbolic and visible–subtle acts, institutional structures and their improvisations, and hierarchical and distributed leadership. The article contributes to (1) the project portfolio management literature by offering the concept of hybrid leadership and insights into the alignment of diverse stakeholder interests and worldviews, and (2) to the leadership literature by critiquing the leadership-as-practice movement and advancing explanations of the interplay between hierarchical and distributed leadership.

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Section: De-personalisingmentioning

confidence: 99%

A Balancing Act of Leadership: The Practice of Shaping the Direction of a Project Portfolio

Kortantamer

2024

Project Management Journal

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“…If an employee consents to be governed by the authority others have over her in the hierarchy, that consent legitimates the other's power. Power is both an aspect of personality or social role and an attribute of position or organizational role and relies on the relationship with the follower for legitimacy (Barnard, 1938(Barnard, , 1968Cartwright, 1969;Follett, 1987;French & Raven, 1959). However, not all theorists agree.…”

Section: Definitions Of Powermentioning

confidence: 99%

Lock in on Coordinates: Mapping the Glass Ceiling with Career Women's Reflections on Power

Hornet¹,

Finn²

2017

Advancing Women in Leadership Journal

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In an attempt to solicit career advice for young women by interviewing experienced career women, thisstudy discovered the location of the proverbial glass ceiling and revealed distinct types of power operatingin organizations. The careers of the women participating in this study were circumscribed by conflicts. Ifthey developed technical expertise as a mode of insulation, they escaped high conflict but remained on atechnical career path without access to higher executive opportunities. If they pursued executiveopportunities through general management positions, they were surrounded by high conflict and becamecareer casualties in powerful threat systems. A review of the literature revealed that each of these systems issimilar to a type in Boulding's (1989) theory of power.

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Trading Global Leadership with Global Followership

Malakyan

2022

Handbook of Global Leadership and Followership

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Freedom and Co-ordination (RLE: Organizations)

Cited by 9 publications

References 0 publications

A Balancing Act of Leadership: The Practice of Shaping the Direction of a Project Portfolio

A Balancing Act of Leadership: The Practice of Shaping the Direction of a Project Portfolio

Lock in on Coordinates: Mapping the Glass Ceiling with Career Women's Reflections on Power

Trading Global Leadership with Global Followership

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