The Problem of Leadership: An Interdisciplinary Approach

Morris, Richard T.; Seeman, Melvin

doi:10.1086/220696

Cited by 35 publications

(14 citation statements)

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“…The view that leadership is viewed as to be the 'head of an organisation' has been evident in the literature for some time (e.g. Barnard, 1948;Morris and Seeman, 1950) and it has been proposed that leadership at the higher levels of organisations is more critical than leadership at lower levels (Hall, 1987;Sinha, 1995;Thomas, 2003). This argument is based on viewing organisational positions as hierarchically arranged and therefore have corresponding degrees of authority vested in them.…”

Section: Quadrant Two -Managers 'Becoming' Leadersmentioning

confidence: 99%

Exploring power assumptions in the leadership and management debate

Edwards

Schedlitzki

Turnbull

et al. 2015

Leadership &Amp; Organization Development Journal

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Purpose – The purpose of this paper is to take a fresh look at the leadership and management debate through exploring underlying power assumptions in the literature. Design/methodology/approach – The paper is a conceptual discussion that draws on the power-based literature to develop a framework to help conceptually understand leadership in relation to management. Findings – The paper highlights the historically clichéd nature of comments regarding conceptual similarities and differences between leadership and management. The paper draws attention to a problem within this debate – a confusion regarding assumptions of power. As a result the paper brings to the forefront perspectives of management that are of an emergent and non-work perspective which enables the development of a framework of the literature that includes managers “doing” leadership, managers “becoming” leaders, “being” leaders and managers, and leaders “doing” management. The paper goes on to explore the meaning and potential behind each part of the framework and suggests a need to develop an understanding of “doing” leadership and management and “being” managers and leaders through an exploration of “becoming” in organisations. Originality/value – This paper provides a new perspective on the leadership and management or leadership vs management question by introducing a non-work, emergent or personal perspective on management. Furthermore, this paper concludes that whether leadership and management are similar or different is dependent upon which power construct underlies each phenomenon, a consideration that has been neglected in the leadership and management debate for some time.

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Section: Quadrant Two -Managers 'Becoming' Leadersmentioning

confidence: 99%

Exploring power assumptions in the leadership and management debate

Edwards

Schedlitzki

Turnbull

et al. 2015

Leadership &Amp; Organization Development Journal

View full text Add to dashboard Cite

show abstract

“…This is not to say that there were no protests as this bacademic amnesiaQ was occurring. As early as 1959, Fiedler (1961) echoed Morris and Seeman (1950) in warning, bThe term leader is not precisely defined and has more than one meaning. We use the term to identify a person who occupies a leadership position, although he may actually have little real influence over his group members.…”

Section: Osu Leadership Studiesmentioning

confidence: 99%

Academic amnesia and vestigial assumptions of our forefathers

Bedeian

Hunt

2006

The Leadership Quarterly

136

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“…This use of both characteristics highlights the interrelationship between the personal traits (personality and occupational popularity) and impersonal context (policy performance) of a leader. 33 Thus, I suggest that (Hypothesis 3) a leader who is popular and has a high level of public approval regarding policy performance will have a greater influence on the domestic support for the use of military force.…”

Section: Theoretical Background: Domestic Support For Wars Mainstreammentioning

confidence: 99%