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R. Bolden, J. Gosling (2006)
Leadership Competencies: Time to Change the Tune?Leadership, 2
Michelle Bligh (2006)
Surviving Post-merger ‘Culture Clash’: Can Cultural Leadership Lessen the Casualties?Leadership, 2
E. Peck, H. Dickinson, Judith Smith (2006)
Transforming or Transacting? The Role of Leaders in Organisational TransitionThe International Journal of Leadership in Public Services, 2
Written partially in response to a previous paper published in this Journal suggesting that leadership and leaders are categorised as ‘transformational’ or ‘transactional’, the author suggests that these definitions are too narrow to be reflective of reality. It is instead argued that true and effective leaders operate in a multidimensional framework that combines styles, skills, attributes and abilities that fall within what we commonly refer to as management and leadership. It is suggested that there is a need to move on and to accept that there is not an all‐encompassing model, definition or style of leadership.
International Journal of Leadership in Public Services – Emerald Publishing
Published: Apr 1, 2007
Keywords: Front Line Leadership™; Multidimensional framework; Styles; Skills; Attributes; Abilities; Outcomes
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