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Detail
ArtikelOn Studying Leadership in The Strategy Field  
Oleh: Leavy, Brian
Jenis: Article from Bulletin/Magazine
Dalam koleksi: Leadership Quarterly, The vol. 7 no. 4 (1996), page 435-454.
Topik: Leadership; leadership; strategy field
Ketersediaan
  • Perpustakaan Pusat (Semanggi)
    • Nomor Panggil: LL7.2
    • Non-tandon: 1 (dapat dipinjam: 0)
    • Tandon: tidak ada
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Isi artikelThis article is primarily concerned with the study of leadership in the strategy field. It argues that as our perspective on the strategy process itself changes so too must our perspective on top leadership and our approaches to studying it. From a review of the literature the article identifies some of the current issues and challenges in studying leadership and strategy and argues for more dynamic and contextually - sensitive approaches than those that have dominated up to now. It presents and develops a framework for the future study of leadership based on three main foundations : Mintzberg's (1978) concept of strategy formation, Pettigrew's (1985) contextualism, and the author's empirical studies to date. The framework focuses on the process of leadership and its role within the more inclusive process of strategy formation. This process - within -a - process perspective, it is argued, potentially opens the way to gaining fresh perspective on leadership by inviting attention to such underexplored issues as how and why leadership effectiveness varies with time and context, how the symbolic and substantive aspects of leadership interact to produce outcomes of strategic significance, and how successive leaders and their tenures are connected in the strategy formation process over time. At a time when the field of sociology is showing an increasing interest in the concept of strategy, there appears to be great scope for a more serious infusion of the sociological perspective in the opposite direction, and frameworks, such as the one presented in this paper, may help to get such a movement underway.
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