Managing in a world that is round

Hesselbein, Frances

doi:10.1002/ltl.40619960203

Cited by 4 publications

(2 citation statements)

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“…One form worthy of note is: "patterns of relationships between people" (Stacey, 2001, p. 140) where structure, power relations and forms of organising are not fixed, but vary in unpredictable ways according to events and relationships that occur in the "zone" within and outside of the group. An example of this form is the circular form developed by (Hesselbein, 1996) for the Scouting Association in the US. Because there is no hierarchal structure apparent in the depiction of this (circular) organisational form, authority and decision-making have to be re-defined: conversation and collaboration develops communication and interaction.…”

Section: Advising Upwardsmentioning

confidence: 99%

Advising upwards: managing the perceptions and expectations of senior management stakeholders

Bourne¹

2011

Management Decision

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The description of the problem to be addressed and the analysis and solutions proposed are based on the experiences and reflection of the author and colleagues. Additional research needs to be conducted to further support the conclusions drawn from the ideas in this paper. Practical implications Significant changes should be made in the thinking of staff and team members in their approach to acquiring and maintaining the support of their managers. The recommended approach is a structured process of stakeholder engagement based on building and maintaining robust relationships with important stakeholders leading to the development of timely, appropriate and effective communication. The focus of this paper is on all levels of management in an organisation. The focus is Advising upwards: managing the perceptions and expectations of senior management stakeholders © Practical PM Pty Ltd 3 www.stakeholder-management.com also on the concept of 'advising' upwards rather than managing upwards to encourage a more proactive view of the approaches necessary to achieve the appropriate level of engagement with senior stakeholders.

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Section: Advising Upwardsmentioning

confidence: 99%

Advising upwards: managing the perceptions and expectations of senior management stakeholders

Bourne¹

2011

Management Decision

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“…Loden () posited that women's leadership styles are characterized by cooperation and collaboration in both upward and downward trajectories. Hesselbein's () Wheel of Fortune model of leadership supports a multidirectional, relationship‐building leadership style that is nonhierarchical and reflects a transformative method of leading. Studies have found that men continue to use hierarchical, transactional approaches in leadership positions, whereas women are adopting a combined transformational and transactional style of leadership (Eagly & Johannesen‐Schmidt, ; Eagly, Johannesen‐Schmidt, & van Engen, ).…”

Section: Women's Approach To Leadershipmentioning

confidence: 99%

Female Graduate Students’ Attitudes After Leadership Training

Grantham

Pidano

Whitcomb

2014

J of Leadership Studies

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Although the increasing focus on female leadership in both the popular press and scholarly literature is relatively recent, women's leadership is not. Women have traditionally played a role in civic and cultural arenas and now have a greater opportunity to bring their particular leadership strengths to a broad range of organizations. The current paper reports on a case study about participants' attitudes after participating in a leadership seminar series program for female graduate students at a university in the Northeast. The program's design incorporated networking, goal setting, skills training, and mentoring. Postprogram results (N = 17) on measures of Houghton and Neck's Revised Self-Leadership Questionnaire indicated signifi cant changes on all three of the leadership questionnaire's dimensions as well as on several subscales within the dimensions indicating that after the leadership training, the women were adapting to more transactional practices such as self-reward and goal setting.

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Leisure Today: Managing Leisure Services: A New Ecology of Leadership toward the Year 2000

Edginton

1997

Journal of Physical Education, Recreation & Dance

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Managing in a world that is round

Cited by 4 publications

References 0 publications

Advising upwards: managing the perceptions and expectations of senior management stakeholders

Advising upwards: managing the perceptions and expectations of senior management stakeholders

Female Graduate Students’ Attitudes After Leadership Training

Leisure Today: Managing Leisure Services: A New Ecology of Leadership toward the Year 2000

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