The Comparative Analysis of Political Leadership

Edinger, Lewis J.

doi:10.2307/421551

Cited by 26 publications

(6 citation statements)

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“…Other research has focused on the approaches taken by informal and nontraditional leaders to understanding and influencing change. Edinger (1975) examines leadership beyond formal, institutional positions of power, defining “leadership” broadly as the ability to guide others' behavior. Zacharakis and Flora (2005) discuss “reputational” leaders, defined as those who establish their credentials by accomplishing tasks.…”

Section: Literature Reviewmentioning

confidence: 99%

Agents of change in the disability field: bridge‐builders who make a difference

Hamner

Hall²,

Timmons³

et al. 2008

Journal of Organizational Change Management

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PurposeThis paper seeks to highlight the systemic conditions that facilitate the emergence, longevity, and effectiveness of bridge‐builders across organizations.Design/methodology/approachResearchers conducted longitudinal case studies in six One‐Stop Career Centers across the USA over four years. Interviews were conducted with approximately 20 people in various positions at each of the sites visited. The data analyzed spanned the four years of the study.FindingsResearchers uncovered particular characteristics present in individual bridge‐builders that enabled them to accomplish their goals. This research indicates that, when the right conditions intersected with the right type of person, champions emerged who helped move the organization in new and innovative directions.Originality/valueThis paper provides an outline of the organizational change that can happen in the disability field. By delineating bridge‐builders and the context in which they operate, others can identify the conditions within organizations to help them move forward.

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Section: Literature Reviewmentioning

confidence: 99%

Agents of change in the disability field: bridge‐builders who make a difference

Hamner

Hall²,

Timmons³

et al. 2008

Journal of Organizational Change Management

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“…As a very definite delineation, this study will focus on leadership within organisations in Southern Africa, with organisational leadership being regarded as a function of the organisation or referred to as the context of choice for the involved actors (e.g., organisational rules and norms, exigencies of the situation) by Edinger (1975). Since there exist many definitions of leadership, this study is conducted from the basic premises that leadership centres around influencing and facilitating individual and collective efforts to accomplish shared objectives towards a cohesive organisational strategy.…”

Section: Introductionmentioning

confidence: 99%

Leadership in Southern Africa: A Regional Afrocentric Hierarchical Taxonomy

Grobler

Singh

2018

Insight on Africa

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Leadership and leadership research should be viewed in a particular context. The contextual lens is largely neglected when Afrocentric leadership in organisations is framed. The purpose of this study was to assess whether the qualitative assertions that there are distinctive characteristics that underpin Afrocentric leadership in organisations can be authenticated by an empirical study conducted in Southern Africa. The aim is to determine and validate a leadership behaviour taxonomy within the regional context using an empirical paradigm in a crosssectional design. The sample was drawn from 30 organisations in Southern Africa: South Africa, Swaziland, Namibia, Zimbabwe and Mozambique, consisting of 1,676 participants from all sectors. The original conceptualisation of leadership in terms of a Westernised leadership behaviour taxonomy was statistically confirmed, in a unique permutation. This literature as well as the empirical findings revealed that while some leadership behaviours are generic, there are unique behaviours in an Afrocentric leadership taxonomy. This context specific taxonomy includes the following meta-categories: task, relations, a combined category change and external, and an additional unique African meta-category, which has a participatory, democratic and communalistic focus. As this is a first empirical study of this nature and magnitude, it could serve as a reference for further conceptualisation of Afrocentric leadership. The reconfigured meta-category taxonomy has been positively examined for structural validity as well as an assessment of convergent

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“…Taken for granted that leadership is a "relational" and "positional" concept (Edinger 1975;Blondel, 1987), and therefore "the leader is identified as the one who is able to modify the actions of others" (2012 Regalia, 392), it is necessary to identify the means by which this effect is exerted. In the case of the mayors, the dynamics in question reenter both in the field of hard power and in that of soft power (Nye 2009).…”

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confidence: 99%

The Leadership of the "New" Italian Mayors Marco Cilento – Sapienza University of Rome

Cilento

2015

MJSS

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The years 2015 and 2016, in the Italian Government's agenda, should be remembered as the phase of the great constitutional reform: after several failed attempts -Joint Committees, reforms rejected by popular vote -Italian State institutions would be subjected to undergo a makeover in modernizing and efficiency way. So far, the only political-administrative institutions to be reformed effectively, during the 90's of the last century, were the local ones, primarily the municipalities. The reforms of the 90's are characterized by several trends: the centrality of the role of the Mayor; enhanced customization; greater accountability. The levels of political mediation were scaled down in favour of "direttismo". The demo-elected Mayor is now primarily aimed at consolidation of the consensus. The paper, based on the evidence so far available, tries to test the hypothesis that the achievement of consensus on the part of the mayors can connect to the kind of leadership that they exercise and the socioprofessional profile.

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The Comparative Analysis of Political Leadership

Cited by 26 publications

References 0 publications

Agents of change in the disability field: bridge‐builders who make a difference

Agents of change in the disability field: bridge‐builders who make a difference

Leadership in Southern Africa: A Regional Afrocentric Hierarchical Taxonomy

The Leadership of the "New" Italian Mayors Marco Cilento – Sapienza University of Rome

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