Changing Authority Patterns: A Cultural Perspective

Heller, Trudy

doi:10.2307/258130

Cited by 4 publications

(5 citation statements)

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“…Dorfman and House (2004, p. 58) discuss unique role demands of leaders that ''may vary according to demographic composition of organizations, national or regional political systems, or the strategic requirements of the leader's organization'' (Anzizu & Nuenos, 1984;Bass, 1990;Heller, 1958). At the start of the leadership process, the leader has to develop the vision and set a strategy for a business, team, or project.…”

Section: Ilke Inceoglu and Dave Bartram Shl Groupmentioning

confidence: 99%

“…These situational variables pose additional demands and require more breadth in the execution of the leadership competencies. Dorfman and House (2004, p. 58) discuss unique role demands of leaders that ''may vary according to demographic composition of organizations, national or regional political systems, or the strategic requirements of the leader's organization'' (Anzizu & Nuenos, 1984;Bass, 1990;Heller, 1958). Another example is the people domain function (gaining support).…”

Section: Ilke Inceoglu and Dave Bartram Shl Groupmentioning

confidence: 99%

“…Quite independently of the multicultural context, the same would apply when setting a strategy in different organizational cultures or industry These situational variables pose additional demands and require more breadth in the execution of the leadership competencies. Dorfman and House (2004, p. 58) discuss unique role demands of leaders that ''may vary according to demographic composition of organizations, national or regional political systems, or the strategic requirements of the leader's organization'' (Anzizu & Nuenos, 1984;Bass, 1990;Heller, 1958).…”

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Global Leadership: The Myth of Multicultural Competency

Inceoglu

Bartram

2012

Ind. organ. psychol.

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Section: Ilke Inceoglu and Dave Bartram Shl Groupmentioning

confidence: 99%

Section: Ilke Inceoglu and Dave Bartram Shl Groupmentioning

confidence: 99%

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Global Leadership: The Myth of Multicultural Competency

Inceoglu

Bartram

2012

Ind. organ. psychol.

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“…Greater opportunities for consumption have also paved the way to complex hedonistic orientations, making workplace authority relationships less stable and predictable. An explicit work discipline and a tendency to voluntary subordination towards authority figures have given way to a more sybaritic mentality (Heller, 1985). The culture of Narcissism and the need to feel rather than think is predicated on the expansion of a subjectivist and emotionally charged way of relating to social matters (Alvesson and Berg, 1992).…”

Section: Identitymentioning

confidence: 99%

Is This the end? Organising Identity as a Post-Modern Means to a Modernist End

Coates¹

1995

The Sociological Review

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Many analyses have focused on the extent to which processes of Japanisation have affected power relations (Sewell and Wilkinson, 1992), commitment relations (Chonko, 1988) and health relations (Strauss et al., 1982) within organisations. There has, however, been less of a focus on the uses post‐modern forms of work organisation make of individual identity. This paper attempts with the use of case study material, to show how organisations seek to modify individuals' identities to match those of their companies. It illustrates a situation in which despite forward sounding rhetoric, organisations are still seeking to gain control over individuals, rather than share in a partnership with them; but in which, also individual employees can still resist, despite hard economic times.

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“…During the 1960s and 1970s, as the Vietnam War intensified, as the legitimacy of authority in organizations and society declined (Heller, 1985), and as skepticism about the role of big business in society grew, the disciplinary influence of Christian and utopian ideals began to wane in the workplace. The emergence of empowerment programs in the 1980s and 1990s occurred, in part, because of the resurgence of conservative economic policies under Reagan and Thatcher and because they beckoned to Puritan and utopian ideals of the past, repackaged in New Age thinking.…”

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Moved by the Spirit

Elmes¹,

Smith

2001

The Journal of Applied Behavioral Science

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The authors begin by showing the close links between the discourse of workplace empowerment and spirituality. They then identify these spiritual influences historically in Puritan and evangelical Christianity, utopianism, and New Age thinking. From Puritanism and evangelical Christianity, they locate the ideas that all work is God's work, that charismatic evangelism (with Jesus as role model) is the prototype for leadership in business, and that Christian ideals can serve as a basis for organizing the factory system. From utopianism, the authors locate the influence of ideals such as perfectibility, new order, brotherhood, and radical experimentation on empowerment discourse. In New Age thinking, they see a context that permitted the emergence of empowerment as an ideological discourse that makes reference to earlier Christian and utopian ideas. They conclude by discussing spirituality as ideology-the mystifying aspects and potential costs to workers of this approach to empowerment.In any crowd and under any circumstances the leader stands out. By the power of his faith in himself he commands, and men instinctively obey. This blazing conviction was the first and greatest element in the success of Jesus. The second was his wonderful power to 33 Michael Elmes is an associate professor in the Department of Management at WPI in Worcester, Massachusetts.Charles Smith is an associate professor in the

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Changing Authority Patterns: A Cultural Perspective

Cited by 4 publications

References 0 publications

Global Leadership: The Myth of Multicultural Competency

Global Leadership: The Myth of Multicultural Competency

Is This the end? Organising Identity as a Post-Modern Means to a Modernist End

Moved by the Spirit

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