Journal of Applied Behavioral Science
Опубликовано на портале: 18-12-2009Nicole Woolsey Biggart, Gary G. Hamilton Journal of Applied Behavioral Science. 1987. Vol. 23. No. 4. P. 429-441 .
Most theories of leadership are rooted in a psychological paradigm that treats leadership as an individual attribute, although one that may be situationally activated or constrained In this article, the authors propose a theory of leadership inspired by the institutional school of organizational analysis. Using an approach based on Weberian sociology, the authors link leadership to the legitimating principles and norms of the social structure in which leadership occurs. Four hypotheses are presented; (1) leadership strategies in any one sociocultural setting will have strong underlying similarities, (2) as an organization changes over time, strategies of leadership will also change, (3) organizations performing the same tasks-but based on different substantive principles-will exhibit different strategies of leadership, and (4) occupational and organizational subgroups based on distinctive norms will exhibit similar leadership styles across organizations, and will differ from other subgroups within a single organization. 7he authors conclude by proposing a research agenda based on institutional theory.
The Best Place to Be": Managing Control and Employee Loyalty in a Knowledge-Intensive Company [статья]
Опубликовано на портале: 03-10-2003M.P.E. Cunha Journal of Applied Behavioral Science. 2002. Vol. 38. No. 4. P. 481-495.
Using a case study of an integrated information technology services firm, the author examines how the interplay between culture, structure, and leadership is managed in order to build control and employee loyalty. The author focuses on the salient features of the case, namely that a high-profile culture combines with a low-profile leadership and with minimal structuring to create a vibrant and loyalty-generating organizational environment. The author proposes that these processes are effective because they reinforce one another. It is their articulation, not their existence, that acts both as an unobtrusive control mechanism and as an employee loyalty-generating process, fulfilling the needs of both the organization and its professionals.