@ARTICLE{16658240_2002,
    author = {Manning, Tony and Robertson, Bob}, 
    keywords = {лидерство, развитие лидерства, самооценка, функция предвидения},
    title = {The dynamic leader - leadership development beyond the visionary 
leader },
    journal = {Industrial and Commercial Training},
    year = {2002},
    month = {},
    volume = {34},
    number = {4/5},
    pages = {137-143},
    url = {http://ecsocman.hse.ru/text/16658240/},
    publisher = {},
    language = {ru},
    abstract = {Describes the background behind the development of a new leadership 
self-assessment instrument, the dynamic leader inventory and how the 
authors were able to confirm much current thinking on "visionary" 
leadership. They found leadership situations were enormously variable 
- what was appropriate behaviour in terms of visionary leadership 
varied from one situation to another, particularly with respect to 
the leader's influence over others and influence over change. This 
led to the development of a new model of leadership, the "dynamic" 
leader which builds on, but goes beyond, the "visionary" model. This 
development is explained and a framework is outlined, identifying 
four types of leadership situations. Findings have clear implications 
for thinking about leadership and for the practice of leadership 
development. },
    annote = {Describes the background behind the development of a new leadership 
self-assessment instrument, the dynamic leader inventory and how the 
authors were able to confirm much current thinking on "visionary" 
leadership. They found leadership situations were enormously variable 
- what was appropriate behaviour in terms of visionary leadership 
varied from one situation to another, particularly with respect to 
the leader's influence over others and influence over change. This 
led to the development of a new model of leadership, the "dynamic" 
leader which builds on, but goes beyond, the "visionary" model. This 
development is explained and a framework is outlined, identifying 
four types of leadership situations. Findings have clear implications 
for thinking about leadership and for the practice of leadership 
development. }
}