Leadership: Time for a New Direction?

Alimo‐Metcalfe, Beverly; Alban-Metcalfe, John

doi:10.1177/1742715005049351

Cited by 133 publications

(92 citation statements)

References 39 publications

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“…This has been recently summarised and integrated in a number of recent publications (see for example Alimo-Metcalfe and Alban-Metcalfe, 2005;Bolden, 2004;Pye, 2005 (Pettigrew, 2003). Yet, it is only fairly recently that leadership in multi-sectoral partnerships has been directly addressed (e.g.…”

Section: Leadership In Partnerships: the Literaturementioning

confidence: 99%

Exploring Leadership in Multi-sectoral Partnerships

2007

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This paper explores some critical aspects of leadership in the context of multisectoral partnerships. It focuses on leadership in practice and asks the question "How do managers experience and perceive leadership in such partnerships?" The study contributes to the debate on whether leadership in a multi-sectoral partnership context differs from that within a single organisation. It is based on the accounts of practising managers working in complex partnerships. The paper highlights a number of leadership challenges faced by those working in multi-sectoral partnerships.Partnership practitioners were clear that leadership in partnerships was more complex than in single organisations. However, it was more difficult for them to agree a consensus on the essential nature of leadership in partnership. We suggest a first, second and third person approach might be a way of better interpreting leadership in the context of partnerships.

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Section: Leadership In Partnerships: the Literaturementioning

confidence: 99%

Exploring Leadership in Multi-sectoral Partnerships

2007

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“…It is popular to claim that managerial work is changing, that hidebound and bureaucratic managers who impede workplace performance are being (or should be) replaced with charismatic and visionary leaders who know when to subvert rules, inspire enthusiasm in their followers and contribute to corporate dynamism (Zaleznik 1992, Alimo-Metcalfe andAlban-Metcalfe 2005). Such claims, clearly, need to be tempered with caution (Storey 2004a(Storey , 2004b (Carlson 1951, Meindl et al 1985, Alvesson and Sveningsson 2003a, 2003b, Tengblad 2004.…”

Section: Managers Leaders and 'Real Work'mentioning

confidence: 99%

‘No Place to Hide’? The Realities of Leadership in UK Supermarkets

Grugulis¹,

Bozkurt²,

Clegg³

2011

Retail Work

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“…Despite leadership having been on the research agenda of many disciplines in the social sciences for decades, gender has rarely been taken into consideration in explaining leadership and organisational processes (Alimo-Metcalfe and Alban-Metcalfe 2005;Coleman 2003). This invisibility of gender is part of the assumption of the masculine vision of the world that is predominant in organisational analysis (Bensimon 1993;Coronel Llamas, Moreno, and Padilla 2002), and also of the predominance of theories about leadership that has to do with heroic masculinity.…”

Section: Theoretical Framework: Gender and Leadership In Organisationsmentioning

confidence: 99%

Leadership characteristics and training needs of women and men in charge of Spanish universities

Moreno

López-Yáñez

Altopiedi

2015

Gender and Education

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This article discusses the results obtained by two consecutive enquiries into the leadership styles and training needs of women and men leading higher education organisations. It compares the findings of the first stage of two studies, based on ad hoc questionnaires responded to by 136 women and 129 men. Results showed only subtle differences between the leadership styles deployed by the two groups. Both groups viewed organisations as social constructions; they preferred characteristics such as responsibility, ability to get on well with people, motivation capacity, communication and empathy, capacity to tackle difficult situations, and ethical issues. Consistent with this both groups identified similar training needs, which included the acquisition of abilities to deal with interpersonal conflicts and the construction of personal criteria to select the best strategy to face every situation. As no significant differences between male and female leaders were found, it is suggested that research into higher education organisations and their management training needs from a gender perspective should focus on the way both men and women managers tackle problems and situations.

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Leadership: Time for a New Direction?

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Cited by 133 publications

References 39 publications

Exploring Leadership in Multi-sectoral Partnerships

Exploring Leadership in Multi-sectoral Partnerships

‘No Place to Hide’? The Realities of Leadership in UK Supermarkets

Leadership characteristics and training needs of women and men in charge of Spanish universities

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