Leadership Among Bank Managers: A Structural Comparison of Behavioral Responses and Metaphorical Imagery

Moore, Larry F.; Beck, Brenda E. F.

doi:10.1016/b978-0-08-030943-9.50031-0

Cited by 6 publications

(3 citation statements)

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“…In view of the emphasis on such issues as symbolism and the management of meaning, it is scarcely surprising that the language of leadership is a recurring emphasis, thus following on from a subterranean tradition in leadership research that can be seen in the work of writers like Pondy (1978) and Moore and Beck (1984). The following articles in Table 1 show this emphasis: Tierney (1987Tierney ( , 1989, Knights and Willmott (1992), Shamir et al (1994), Den Hartog andVerburg (1997), and Alvesson and Sveningsson (2003a,b).…”

Section: Greater Emphasis On Language Of Leadershipmentioning

confidence: 98%

“…Moore and Beck's (1984) research on metaphorical imagery among bank managers is an early example of such an emphasis. Moreover, the arrival of The Leadership Quarterly in 1990 and the creation within it of a Qualitative Methods section that could provide a forum for discussion of and articles employing qualitative research has also played a part.…”

Section: Introductionmentioning

confidence: 98%

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Qualitative research on leadership: A critical but appreciative review

Bryman

2004

The Leadership Quarterly

413

310

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Section: Greater Emphasis On Language Of Leadershipmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 98%

Qualitative research on leadership: A critical but appreciative review

Bryman

2004

The Leadership Quarterly

413

310

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“…What is meant by "symbolic resources" and how have they been used in companies? The work of Moore and Beck (1983) has shed some light on this question and in summarizing the results from an investigation of Canadian banks, they write:…”

Section: Symbolic Resourcesmentioning

confidence: 99%

Symbolic management of human resources

Berg

1986

Human Resource Management

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This article begins with the observation of three recent and interrelated trends in management: corporate advertising, internal marketing, and strategic management of human resources. The basic argument is that these trends indicate a shift in managerial focus, from the management of human resources to the management of symbolic resources. Symbolic resources are here seen as symbols, metaphors, images, etc., which in a condensed form represent complex organizational phenomena, and which can be developed and utilized to guide strategic corporate action. There are four types of “symbolic resources” that seem to be particularly powerful: historical resources (i.e., elements of the corporate saga or epic), basic values and ideologies (as expressed in the corporate policies), particular activities and events (as anniversaries and celebrations), and finally, the company lifestyle (or ethos).

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