By George R. Goethals, Georgia L.J. Sorenson
During this compelling quantity, most sensible students from various fields describe the development they've got made in constructing a basic concept of management. Led through James MacGregor Burns, Pulitzer Prize successful writer of the vintage management (1978), they inform the tale of this highbrow enterprise and the conclusions and questions that arose from it. The early chapters describe how, which will talk about an integrative conception, the gang first wrestled with the character of conception in addition to simple points of the human that make management invaluable and attainable. They then take on issues akin to: the various faces of energy woven into the management textile; the most important parts of team dynamics and the leader-follower dating; moral concerns mendacity on the middle of management; constructivist views on management, causality, and social swap; and the ancient and cultural contexts that impression and are stimulated through management. The e-book concludes with a statement via Joanne Ciulla and an Afterword through James MacGregor Burns. The participants' thorough assurance of management, in addition to their method of this distinctive venture, can be of serious curiosity to leaders, scholars and students of management.
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Additional info for A Quest for a General Theory of Leadership (New Horizons in Leadership Studies)
Perhaps some people (leaders) are better able to perceive and act than others. The Red group appears to be open to this possibility; the Gold group, with its embrace of “group social construction,” seems to reject this notion. At the least’ concluded Wren, ‘this seems a central matter as we approach a theory of leadership. ’ This did not daunt him. ’94 Wren’s analysis of the output of the Mount Hope meeting has received no little attention here, but this seems justiied, in light of the fact that such matters preigured the next stage of the General Theory of Leadership group’s process.
Now, as we push toward the creation of some publishable output, such concerns can no longer be ignored. Second, although each meeting of the group has resulted in hours of intellectually stimulating debate over a plethora of critical issues relating to leadership, our attempts to integrate these insights into a coherent whole have not advanced far. Our closest approximation has been the Mt. Hope narratives of the Red, Gold, and Purple teams. 101 Given the dual challenges of divergent premises and dificulties in integration, the assignment given the group was twofold, each part designed to address one of the identiied issues.
There, the group welcomed several new members to the conversation: schol ars Bruce Avolio from the University of Nebraska, Sonia Ospina from the Wagner School at NYU, Ron Riggio from Claremont McKenna, and Mark Walker from American University, plus Deborah Meehan representing the Leadership Learning Community and practitioner John L. Johnson. The addition of the new voices occasioned another of the group’s long tradition of insightful discussions. At the same time, these newcomers inevitably posed many of the same issues that had been raised by the initial call for a general theory of leader ship, concerns that had been placed aside by the as if condition.
A Quest for a General Theory of Leadership (New Horizons in Leadership Studies) by George R. Goethals, Georgia L.J. Sorenson