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Good enough leadership: realism without cynicism

Good enough leadership: realism without cynicism PurposeFor more than 70 years, leaders of all types have consistently struggled to earn the respect and followership of others to earn the employee trust which is the key to innovation and competitive advantage and to create organizational systems and cultures that fit their strategic objectives. The purpose of this paper is to address what would be “good enough” leadership qualities.Design/methodology/approachResearch methodology included research into several individuals that exceeded in leadership, and an examination of how they used the “good enough” leadership styles to be successful as leaders.FindingsThis paper suggests several ways to be an effective “good enough” leader. These ways translate your values into concrete directives, jettison dead metaphors, explore enlivening ones, subject your values to the test of dialogue, and hold onto your values less tightly.Originality/valueLeadership and leadership qualities have been widely discussed in the literature. This paper approaches the situation differently. Rather than striving for perfection and being frustrated for not reaching it, this paper explores “good enough” leadership qualities that actually work well in the professional arena. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Leadership Emerald Publishing

Good enough leadership: realism without cynicism

International Journal of Public Leadership , Volume 13 (2): 9 – May 8, 2017

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2056-4929
DOI
10.1108/IJPL-12-2016-0052
Publisher site
See Article on Publisher Site

Abstract

PurposeFor more than 70 years, leaders of all types have consistently struggled to earn the respect and followership of others to earn the employee trust which is the key to innovation and competitive advantage and to create organizational systems and cultures that fit their strategic objectives. The purpose of this paper is to address what would be “good enough” leadership qualities.Design/methodology/approachResearch methodology included research into several individuals that exceeded in leadership, and an examination of how they used the “good enough” leadership styles to be successful as leaders.FindingsThis paper suggests several ways to be an effective “good enough” leader. These ways translate your values into concrete directives, jettison dead metaphors, explore enlivening ones, subject your values to the test of dialogue, and hold onto your values less tightly.Originality/valueLeadership and leadership qualities have been widely discussed in the literature. This paper approaches the situation differently. Rather than striving for perfection and being frustrated for not reaching it, this paper explores “good enough” leadership qualities that actually work well in the professional arena.

Journal

International Journal of Public LeadershipEmerald Publishing

Published: May 8, 2017

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