Leadership theory and practice: Fostering an effective symbiosis

Zaccaro, Stephen J.; Horn, Zachary

doi:10.1016/j.leaqua.2003.09.009

Cited by 103 publications

(110 citation statements)

References 71 publications

Supporting

Mentioning

104

Contrasting

Unclassified

Order By: Relevance

“…They found some mismatches between theoretical concepts of leadership and empirical investigations, and explained that while the theoretical concepts of leadership are extensive, empirical studies could not have sufficiently supported these theoretical concepts. A study by Zaccaro and Horn (2003) revealed the reasons for these mismatches: the first being that past studies about leadership lacked a multilevel approach, and only focused on downward control. These did not account for a middle-level leader who takes a two-way approach to influence both superiors and subordinates.…”

Section: A Literature Review On the Leadership Theoriesmentioning

confidence: 99%

“…Kempster and Parry (2011) also critique past studies on leadership, and posit that these theories and models reflect positivist philosophy, which manifests itself in exploring the current situation rather than investigating the most desired situation for an organisation. However, with these viewpoints, several authors argue that these studies could have reasonably developed some ways of appraising an effective leader versus an ineffective leader, and also identified a number of variables potentially affecting the effectiveness of leadership (Fiedler & Chemers, 1982;Zaccaro & Horn, 2003). Although past leadership studies have provided some insight into evaluating effective leadership, and illustrated a number of variables potentially required to lead effectively, these studies have been challenged by various researchers.…”

Section: A Literature Review On the Leadership Theoriesmentioning

confidence: 99%

“…Since there are a plethora of leadership models and theories, our emphasis is on becoming better at leading organisations with more leaders practicing transformational leadership. Although Zaccaro and Horn (2003) critique the literature of leadership for having no relevance between leadership theories and today's changing business environment, transformational leadership has proven results in organisations. For example, influencing employee individual interests to align with organisational interests, and through inspiring followers to create new ideas and innovations for effective business outcomes.…”

Section: Transformational Leadership Theorymentioning

confidence: 99%

See 2 more Smart Citations

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

Ghasabeh¹,

Provitera²

2017

JVBL

View full text Add to dashboard Cite

Section: A Literature Review On the Leadership Theoriesmentioning

confidence: 99%

Section: A Literature Review On the Leadership Theoriesmentioning

confidence: 99%

Section: Transformational Leadership Theorymentioning

confidence: 99%

See 1 more Smart Citation

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

Ghasabeh¹,

Provitera²

2017

JVBL

View full text Add to dashboard Cite

“…CLT, in its problematisation of leadership, considers it as a social construction which goes beyond personal leadership view to include, among others, the work setting and/or context (Zaccaro & Horn 2003). For instance, the analysis by Avolio, Walumbwa and Weber shows that leadership is no longer simply described as an individual characteristic or difference but rather is depicted in various models as dyadic, shared, relational, strategic, global and a complex social dynamic (Avolio, Walumbwa & Weber 2009).…”

Section: Language and The Social Construction Of Context In Leadershimentioning

confidence: 99%

Towards a regional ontology of management education in Africa: A complexity leadership theory perspective

Ochara

2017

Acta Commercii

View full text Add to dashboard Cite

Orientation: The title of this critique, ‘Towards a regional ontology of management education in Africa: A complexity leadership theory perspective’, sought to capture a paradox in the prescriptive nature and universalistic leaning of current leadership theories; yet local realities may call for being cognisant of (possible extant) regional ontologies. Motivation for the study: The argumentation and analysis developed in this article were based on a synthesis of ideas from literature to evolve a preliminary regional ontology for reorienting business and management education relevant for Africa. Research design, approach and method: The critique was structured on insights from complexity leadership theory. The outcome was a proposition for an Afrocentric regional ontology for strengthening business and management education anchored on four themes: ethical and moral engagement, entrepreneurial leadership, Ubuntu and local National Systems of Innovation (NSI). These emerging ideas were considered to be tentative and should be considered as a foundation to inform further inquiry into how business and management education in Africa can be better interpreted and legitimised in the behavioural sciences. Practical/managerial implications: From an Afrocentric perspective, conceptualising and maintaining the logic of leadership was considered to be desirable and imperative in evolving a regional ontology of leadership that takes into account local realities. Of course, we recognised that these defining rationalities are not unique to Africa, but that said; a regional perspective that is unique cannot continue to be ignored but should find their place in discourses about leadership in the 21st century. Contribution/value-add: The synthesis and narrative presented in this paper concisely summarises and provides traction on how to advance business and management education in Africa.

show abstract

“…The emergence of e-government and e-business is generating organisational forms enabled by ICT requiring transformation of organisational structures and leadership. Organisational leadership in virtual or ICT-mediated organisations requires new competencies due to greater dispersion of organisational units, customers, suppliers and stakeholders, as well as a greater need for frequent communication enabled by ICT (Zaccaro & Horn, 2003).…”

Section: Trends Driving the Leadership Discourse In Africa In The Elementioning

confidence: 99%

Leadership for the Electronic Age: Towards a Development-Oriented, Socio-Technical Ontology of Leadership

Ochara¹

2013

AJIC

View full text Add to dashboard Cite

The idea of an ontology of leadership for the electronic age raises "big questions" from the perspective of leadership as a broad interdisciplinary practice. This article aims to capture the current dilemma in leadership research and practice that Hackman and Wageman (2007) concluded is "curiously unformed". It aims to add a socio-technical voice, rarely heard in a fiercely behavioural school, even where global advances in ICT have tipped the scales towards reifying a more integrative view of leadership. It does not claim to present an integrated theory of leadership; rather, it seeks to elevate the socio-technical school within leadership theory and shift the discourse on leadership to be more inclusive of socio-technical thinking. The concept of "regional ontology", derived from Heidegger, to refer to "as lived" practices and experiences of a particular social group (in this case Africa), is extended to discuss a development-oriented ontology of leadership. This enables us to recognise that effective organisational leadership in Africa and other developing countries should be anchored in local values; encourage netrepreneurship, take into account opportunities afforded by mobile computing platforms and high diffusion of mobile applications; focus on ethical leadership engagement to spur e-particpation and e-democracy; and develop national and regional innovation systems to enable Africa and other developing regions to participate in global knowledge flows.

show abstract

Leadership theory and practice: Fostering an effective symbiosis

Cited by 103 publications

References 71 publications

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

Towards a regional ontology of management education in Africa: A complexity leadership theory perspective

Leadership for the Electronic Age: Towards a Development-Oriented, Socio-Technical Ontology of Leadership

Contact Info

Product

Resources

About