The differentiating function of modern forms of leadership

The differentiating function of modern forms of leadership According to recent developments in decision‐making theory organizational decisions are governed by organizational values and identities according to a logic of appropriateness rather than calculative and preference‐driven rationality. Similarly, leadership theory has developed from ideas about leadership as an exchange between superiors and subordinates (transactional leadership) to ideas about symbolic manipulation of organizational values and identities (transformational leadership). In this paper, it is shown how the combination of organizational and personal identities in decision‐making and leadership can cause decision‐making problems. Where individuals are encouraged as organizational members to identify with the organization, and thus, be motivated beyond a perspective of give and take, an overlap between individual and organizational identities should be expected. Also discussed how individual decision‐makers' insufficient understanding of organizational decision‐premises may lead to the faulty replacement of organizational identities with individual values and identities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

The differentiating function of modern forms of leadership

Management Decision, Volume 42 (7): 15 – Aug 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251740410550952
Publisher site
See Article on Publisher Site

Abstract

According to recent developments in decision‐making theory organizational decisions are governed by organizational values and identities according to a logic of appropriateness rather than calculative and preference‐driven rationality. Similarly, leadership theory has developed from ideas about leadership as an exchange between superiors and subordinates (transactional leadership) to ideas about symbolic manipulation of organizational values and identities (transformational leadership). In this paper, it is shown how the combination of organizational and personal identities in decision‐making and leadership can cause decision‐making problems. Where individuals are encouraged as organizational members to identify with the organization, and thus, be motivated beyond a perspective of give and take, an overlap between individual and organizational identities should be expected. Also discussed how individual decision‐makers' insufficient understanding of organizational decision‐premises may lead to the faulty replacement of organizational identities with individual values and identities.

Journal

Management DecisionEmerald Publishing

Published: Aug 1, 2004

Keywords: Transformational leadership; Decision making; Organizations; Corporate identity

References

  • Ethics, character, and authentic transformational leadership behavior
    Bass, B.M.; Steidlmeier, P.
  • Leadership moment by moment
    Cacioppe, R.
  • Transactional versus transformational leadership: an analysis of the MLQ
    Den Hartog, D.N.; Van Muijen, J.J.; Koopman, P.L.
  • Leadership theory: past, present and future
    Horner, M.
  • Opening the black box: an experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership
    Jung, D.I.; Avolio, B.J.
  • Impact of transformational leadership on followers' influence strategies
    Krishnan, V.R.
  • Leading the diverse workforce. Profit, prospects and progress
    McCuiston, V.E.; Ross‐Wooldrigde, B.
  • Organizational and contextual influences on the emergence and effectiveness of charismatic leadership
    Shamir, B.; Howell, J.M.

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