research paper on leadership pdf

Management and Leadership: Definition, Differentiations, and Other Theoretical Considerations

• First Online: 23 June 2022

Cite this chapter

• Boris Kaehler 2  

Part of the book series: Management for Professionals ((MANAGPROF))

1008 Accesses

Any study on management and leadership must begin with a clear definition. Organizational management , in the sense of managing an organization or its subunits, can be defined as a steering influence on market, production, and/or resource operations that may address both people and non-people issues with the aim of achieving the unit’s objectives. Organizational people management , in the sense of managing the personnel of an organization or its subunits, is an influence on employees with the aim of achieving the unit’s objectives by generating work performance and meeting other requirements. To manage a unit or its members is synonymous with or leading them.

Management and leadership influence can be exercised in two ways: through anticipatory norm-setting or through situational intervention. Both forms can be exercised in hard, externally directed ways or in gentle, non-directive ways. Since hard external influence usually triggers resistance, it is advisable to primarily exert influence in a gentle manner (e.g., in the form of systematic self-direction, instrumental behavioral reinforcement, nudging, collective social norms, or implicit communication). These and other theoretical considerations on management and leadership are discussed in this chapter.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Subscribe and save.

• Get 10 units per month
• Download Article/Chapter or eBook
• 1 Unit = 1 Article or 1 Chapter
• Cancel anytime
• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info
• Durable hardcover edition

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

In German, the term “Führung” is more general and means both. Thus, a single word can be used to refer to both management and leadership.

Unfortunately, the German term of “Anführertum”, which is most fitting here, has no equivalent in the English language. It means that a person leads a group in a certain direction and implies a certain instability.

Both sources refer to the German equivalent “Leitung”.

Weibler also refers to the often-used German equivalent “Leitung”; in English, the duality introduced by Gibb is rather uncommon.

Seidel also refers to the German equivalent “Leitung”.

As already mentioned above, a very fitting German term for this with no equivalent in English is “Anführertum”, meaning that a person (the “Anführer”) leads a group in a certain direction and implies a certain group dynamic and instability.

German original: “Lückenbüßer der Organisation”.

German original: “Residualfaktor”.

In this respect, the choice of the term “human capital” as the German “non-word of the Year 2004” (TU Darmstadt 2004 ) simply shows a lack of knowledge.

Albach, Horst (1977): Mitarbeiterführung – Text und Fälle; Gabler 1977.

Google Scholar  

Antonakis, John/Day, David V./Schyns, Birgit (2012): Leadership and individual differences: At the cusp of a renaissance; The Leadership Quarterly 2012 (23); pp. 643–650.

Argyris, Chris (1982): Reasoning, Learning, and Action – Individual and Organizational; Jossey-Bass 1982.

Argyris, Chris (1994): Initiating Change that Perseveres; Journal of Public Administration Research and Theory 3/1994 (4); pp. 343–355.

Armutat, Sascha (2012): Elemente, Zusammenhänge und Formen internationaler HR-Governance-Strukturen; in DGFP Deutsche Gesellschaft für Personalführung e. V. (ed.): Internationales Personalmanagement gestalten – Perspektiven, Strukturen, Erfolgsfaktoren, Praxisbeispiele; DGFP-PraxisEdition Band 103; 2012, pp. 25–50.

Bennis, Warren G./Nanus, Burt (1985): Leaders; 2nd edition HarperCollins 2007.

Birri, Raimund/Lebrenz, Christian (2013): Wege aus der Sackgasse; Personalwirtschaft 2/2013; pp. 36–39.

Bleicher, Knut (1991): Das Konzept Integriertes Management; Campus 1991.

Bleicher, Knut (1994): Normatives Management – Politik, Verfassung und Philosophie des Unternehmens; Campus 1994.

Bleicher, Knut (2011): Normatives Management – Politik, Verfassung und Philosophie des Unternehmens; Campus 2011.

Blessin, Bernd/Wick, Alexander (2014): Führen und Führen lassen; 7th edition UVK/Lucius/UTB 2014.

Bock, Laszlo (2015): Work Rules – Insights from Inside Google That Will Transform How You Live and Lead; John Murray Publishers 2015.

Boddy, David (2017): Management – An Introduction; 7th edition Pearson Education 2017.

Bortz, Jürgen/Döring, Nicola (2006): Forschungsmethoden und Evaluation für Human- und Sozialwissenschaftler; 4th edition Springer 2006.

Book   Google Scholar  

CIPD Chartered Institute of Personnel and Development (2021a): Strategic human resource management (CIPD-Factsheet); http://www.cipd.co.uk/hr-resources/factsheets/strategic-human-resource-management.aspx (Accessed 01/05, 2022).

CIPD Chartered Institute of Personnel and Development (2021b): Line managers’ role in supporting the people profession (CIPD-Factsheet); http://www.cipd.co.uk/hr-resources/factsheets/role-line-managers-hr.aspx (Accessed 1/6/2022).

Comelli, Gerhard/Rosenstiel, Lutz von (2009): Führen durch Motivation, 4th edition Vahlen 2009.

DGFP Deutsche Gesellschaft für Personalführung e. V. (2012): DGFP-Kurzumfrage Führungskräfteentwicklung; https://www.dgfp.de/mediathek/publikationen/ (Accessed 01/05, 2022).

Dinh, Jessica E./Lord, Robert G./Gardner, William L./Meuser, Jeremy D./Liden, Robert C./Hu, Jinyu (2014): Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives; The Leadership Quarterly 2014 (25); pp. 36–62.

Dionne, Shelley D./Gupta, Alka/Sotak, Kristin Lee/Shirreffs, Kristie A./Serban, Andra/Hao, Chanyu/Kim, Dong Ha/Yammarino, Francis J. (2014): A 25-year perspective on levels of analysis in leadership research; The Leadership Quarterly 2014 (25); pp. 6–35.

Drucker, Peter F. (1954): The Practice of Management; new edition Harper Collins 2006 (first edition 1954).

Drucker, Peter F. (1973): Management – Tasks, Responsibilities, Practices; new edition Harper Business 1993 (first edition 1973).

Drucker, Peter F. (1988): Managing for the Future; Butterworth Heinemann 1993 (chapter 15 dated 1988).

Drucker, Peter F. (1998): Peter Drucker on the Profession of Management – A Harvard Business Review Book; Harvard Business Press 1998.

Einstein, Albert (1934): On the Method of Theoretical Physics; Philosophy of Science April 1934 (1); pp. 163–169.

Epitropaki, Olga/Sy, Thomas/Martin, Robin/Tram-Quon, Susanna/Topakas, Anna (2013): Implicit Leadership and Followership Theories in the wild: Taking stock of information-processing approaches to leadership and followership in organizational settings; The Leadership Quarterly 2013 (24); pp. 858–881.

Fayol, H. (1916). General and industrial management (English edition 1949). London: Sir Isaac Pitman & Sons Ltd (first published in French in bulletin de Ia sociéte de l’industrie minérale 1916).

Freibichler, Wolfgang/Ebert, Philip/Schubert, Tilman (2018): Nudge Management – Wie Führungskräfte kluges Selbstmanagement anstoßen; zfo 2/2017; pp. 84–88.

Garvin, David A. (2013): How Google Sold Its Engineers on Management; Harvard Business Review December 2013; pp. 75–82.

Gibb, Cecil A. (1954): Leadership; in Gardner, Lindzey: Handbook of Social Psychology: Volume II Special Fields and Applications; Addison-Wesley 1954; pp. 877–919.

Grundei, Jens/Kaehler, Boris (2018): Corporate Governance: Zur Notwendigkeit einer Konturschärfung und betriebswirtschaftlichen Erweiterung des Begriffsverständnisses, Der Betrieb 11/2018; pp. 585–592.

Gulati, Ranjay/Mayo, Anthony J./Nohria, Nitin (2017): Management – An Integrated Approach; 2nd edition; Boston: Cengage Learning.

Gutenberg, Erich (1962): Unternehmensführung – Organisation und Entscheidungen; Gabler 1962.

Gutenberg, Erich (1979): Grundlagen der Betriebswirtschaftslehre – Erster Band: Die Produktion; 23rd edition Springer.

Haas, Oliver (2015): Wenn andere Spielregeln gelten (Interview mit Paul Green Jr.); Organisationsentwicklung 1/2015; pp. 30–34.

Hamel, Gary (2011): First, Lets Fire All the Managers; Harvard Business Review December 2011; pp. 48–60.

Harrell, Melissa/Barbato, Lauren (2018): Great managers still matter: the evolution of Google’s Project Oxygen; https://rework.withgoogle.com/blog/the-evolution-of-project-oxygen/ (Accessed 01/05, 2022).

Hastings, Reed (2009): Netflix Culture: Freedom & Responsibility (Folienpräsentation); http://de.slideshare.net/reed2001/culture-1798664 (Accessed 1/6/2022).

Hunt, James G. (1991): Leadership – A New Synthesis; Newbury Park: Sage.

Huselid, Mark A./Becker, Brian E. (2011): Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management; Journal of Management 2011 (37); pp. 421–428.

Jung, Rüdiger H./Bruck, Jürgen/Quarg, Sabine (2008): Allgemeine Managementlehre – Lehrbuch für die angewandte Unternehmens- und Personalführung; 3rd edition Erich Schmidt Verlag 2008.

Junker, Nina Mareen/van Dick, Rolf (2014): Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories; The Leadership Quarterly 2014 (25); pp. 1154–1173.

Kaehler, Boris (2014): Komplementäre Führung – Ein praxiserprobtes Modell der organisationalen Führung; 1st edition Springer Gabler 2014.

Kaehler, Boris (2017): Komplementäre Führung – Ein praxiserprobtes Modell der Personalführung in Organisationen; 2nd edition Springer Gabler 2017.

Kaehler, Boris (2019): Führen als Beruf – Andere erfolgreich machen; 1st edition Tredition 2019.

Kaehler, Boris (2020): Komplementäre Führung – Ein praxiserprobtes Modell der Personalführung in Organisationen; 3rd edition Springer Gabler 2020.

Kaehler, Boris/Grundei, Jens (2018): HR-Governance im Führungs-Kontext: Der normative Rahmen des Personalmanagements; ZCG Zeitschrift für Corporate Governance 5/2018, pp. 205–210.

Kaehler, Boris/Grundei, Jens (2019): HR Governance – A Theoretical Introduction; Springer 2019.

Kanengieter, John/Rajagopal-Durbin, Aparna (2012): Wilderness Leadership – On the Job; Harvard Business Review April 2012; pp. 127–131.

Kellerman, Barbara (2012): The End of Leadership; HarperCollins 2012.

Kerr, Steven/Jermier, John M. (1978) Substitutes for Leadership – Their Meaning and Measurement; Organizational Behavior and Human Performance 22, pp. 375–403.

Kerr, Steven/Jermier, John M. (1997) Substitutes for Leadership: Their Meaning and Measurement – Contextual Recollections and Current Observations; Leadership Quarterly 2 (8), pp. 95–101.

Kim, Chan/Mauborgne, Renée (2014): Blue Ocean Leadeship; Harvard Business Review 5/2014; pp. 60–72.

Knebel, Heinz/Schneider, Helmut (1994): Führungsgrundsätze – Leitlinien für die Einführung und praktische Umsetzung; 2nd edition Sauer-Verlag 1994.

Korff, Ernst (1971): Leiten und Führen – Profil und Funktionen des leitenden Angestellten; 2nd edition Sauer-Verlag 1971.

Kosiol, Erich (1962): Organisation der Unternehmung; Gabler 1962.

Kotter, John P. (1990a): A Force for Change – How Leadership Differs from Management; The Free Press 1990.

Kotter, John P. (1990b): What Leaders Really Do; Harvard Business Review May/June 1990; pp. 103–111.

Lang, Rainhart/Rybnikova, Irma (2014): Aktuelle Führungstheorien und -konzepte; Springer Gabler 2014.

Lebrenz, Christian (2017): Strategie und Personalmanagement – Konzepte und Instrumente zur Umsetzung im Unternehmen; Springer Gabler 2017.

Lewin, Kurt/Lippitt, Ronald/White, Ralph K. (1939): Patterns of aggressive behavior in experimentally created social climates; The Journal of Social Psychology May 1939 (10); pp. 271–299.

Lord, Robert G./Maher, Karen J. (1991): Leadership and Information Processing – Linking Perceptions and Performance. Volume 1 People and Organizations. Boston: Unwin Hyman.

Malcher, Ingo (2015): Die Dinosaurier leben noch (Interview mit Julain Birkinshaw); Brand Eins 3/2015; pp. 54–57.

Malik, Fredmund (2000). Managing performing living: Effective management for a new era (English edition 2006). Frankfurt am Main: Campus (first published in German 2000).

Malik, Fredmund (2007): Management – das A und O des Handwerks (Band 1 der Serie Management – Komplexität meistern); new edition Campus 2007.

Malik, Fredmund (2012): Leadership im Unternehmen – Trends und Perspektiven; in Bruch, Heike/Krummaker, Stefan/Vogel, Bernd (ed.): Leadership – Best Practices und Trends; 2nd edition Springer Gabler 2012; pp. 307–319.

McCord, Patty (2014): Die Neuerfindung der Personalarbeit; Harvard Business Manager April 2014; pp. 53–61.

McGregor, Douglas (1960): The Human Side of Enterprise; Annotated Edition McGraw-Hill 2006 (first published 1960).

Meifert, Matthias (2010) (ed.): Führen – Die erfolgreichsten Instrumente und Techniken; Haufe 2010.

Mintzberg, Henry (1973): The Nature of Managerial Work; Harper & Row 1973.

Mintzberg, Henry (1975): The manager’s job – folklore and fact; Harvard Business Review July/August 1975; pp. 49–61.

Mintzberg, Henry (2009): Managing; Berret-Koehler Publishers 2009.

Müller-Stewens, Günter (2010): Management und Strategie als Beruf – Ein Plädoyer für eine Professionalisierungsinitiative; in Kunisch, Sven/Welling, Christian/Schmitt, Ramona: Strategische Führung auf dem Prüfstand – Chancen und Herausforderungen in Zeiten des Wandels; Springer 2010.

Nerdinger, Friedemann W./Blickle, Gerhard/Schaper, Niclas (2014): Arbeits- und Organisationspsychologie; 3rd edition Springer 2014.

Netflix (2018): Netflix Culture (Website); https://jobs.netflix.com/culture (Accessed 01/05, 2022).

Neuberger, Oswald (2002): Führen und führen lassen; 6th edition UTB Lucius & Lucius 2002.

Neuberger, Oswald (2006): Mikropolitik und Moral in Organisationen; 2nd edition UTB Lucius & Lucius 2006.

Northouse, Peter G. (2022): Leadership: Theory and Practice; Sage 2022.

Oelsnitz, Dietrich von der (2012): Einführung in die systemische Personalführung; Carl Auer Verlag 2012.

Pietschmann, Bernd P./Huppertz, Silke/Ruhtz, Vanessa (1999): Was macht Führungsgrundsätze erfolgreich?; Personal 10/1999; pp. 506–510.

Prieß, Arne (2013): Kompetenz sorgt für Akzeptanz; Personalmagazin 11/2013; pp. 41–43.

Ramge, Thomas (2015): Nicht fragen. Machen.; Brand Eins 3/2015; p. 88–93.

Rosenstiel, Lutz von (2011): Employee Behavior in Organizations – On the Current State of Research. Management Revue 22 (4), pp. 344–366.

Rosenstiel, Lutz von (2014): Grundlagen der Führung; in von Rosenstiel, Lutz/Regnet, Erika/Domsch, Michel E. (ed.): Führung von Mitarbeitern – Handbuch für erfolgreiches Personalmanagement; Schäffer-Poeschel 2014; pp. 3–28.

Rüegg-Stürm, Johannes (2003): Das neue St. Galler Management-Modell: Grundkategorien einer integrierten Managementlehre – Der HSG-Ansatz; 2nd edition Paul Haupt Verlag 2003.

Rüegg-Stürm, Johannes/Grand, Simon (2015): Das St. Galler Management-Modell; 2nd edition Haupt Verlag 2015.

Scholz, Christian (1996): Die virtuelle Personalabteilung – Ein Jahr später; Personalführung 12/1996; pp. 1080–1086.

Scholz, Christian (2014): Personalmanagement – Informationsorientierte und verhaltenstheoretische Grundlagen; 6th edition Vahlen 2014.

Schulte-Zurhausen, Manfred (2014): Organisation; 6th edition Vahlen 2014.

Seidel, Eberhard (1984): Die Unterscheidung von Führungs- und Leitungsanteilen an der Vorgesetztentätigkeit; BFuP Betriebswirtschaftliche Forschung und Praxis 5/1984; pp. 460–469.

Semler, Ricardo (1989): Managing without Managers; Harvard Business Review September/October 1989; pp. 76–84.

Sprenger, Reinhard K. (2008): Gut aufgestellt – Fußballstrategien für Manager, Campus 2008.

Stayer, Ralph (1990): How I Learned to Let My Workers Lead; Harvard Business Review November-December 1990; pp. 66–83.

Steinmann, Horst/Schreyögg, Georg/Koch, Jochen (2013): Management – Grundlagen der Unternehmensführung; 7th edition Springer Gabler 2013.

Steyrer, Johannes/Meyer, Michael (2010): Welcher Führungsstil führt zum Erfolg? 60 Jahre Führungsstilforschung – Einsichten und Aussichten; zfo 3/2010; pp. 148–155.

Stogdill, Ralph M. (1950): Leadership, Membership and Organization; Psychological Bulletin 1/1950 (47); pp. 1–14.

Tannenbaum, Robert/Schmidt, Warren H. (1958): How to Choose a Leadership Patter; Harvard Business Review March/April 1958; pp. 95–101.

Thaler, Richard H./Sunstein, Cass R. (2008): Nudge – Improving Decisions About Health, Wealth and Happiness; Yale University Press 2008.

Titscher, Stefan/Mayrhofer, Wolfgang/Meyer, Michael (2010): Zur Praxis der Organisationsforschung; in Mayrhofer, Wolfgang/Meyer, Michael/Titscher, Stefan: Praxis der Organisationsanalyse – Anwendungsfelder und Methoden; Facultas/UTB 2010; pp. 17–44.

TU Darmstadt (2004): Die Unwörter von 2000 bis 2009 (Website); http://www.unwortdesjahres.net/index.php?id=34 (Accessed 1/6/2022).

Türk, Klaus (1981): Personalführung und soziale Kontrolle; Ferdinand Enke Verlag 1981.

Türk, Klaus (1995): Entpersonalisierte Führung; in Kieser, Alfred/Reber, Gerhard/Wunderer, Rolf (ed.): Handwörterbuch der Führung; 2nd edition Schäffer-Poeschel 1995. p. 327–339.

Ulrich, Hans (1968): Die Unternehmung als produktives soziales System – Grundlagen der allgemeinen Unternehmenslehre; Verlag Paul Haupt 1968.

Ulrich, Hans/Krieg, Walter (1973): Das St. Galler Management-Modell; 2nd edition Paul Haupt Verlag 1973.

Ulrich, Dave (1997): Human Resource Champions – The next agenda for adding Value and Delivering Results; Harvard Business School Press 1997.

Ulrich, Dave/Brockbank, Wayne (2005): The HR Value Proposition; Harvard Business School Press 2005.

Ulrich, Dave/Alen, Justin/Brockbank, Wayne/Younger, Jon/Nyman, Mark (2009): HR Transformation – Building Human Resources from the Outside in; McGraw-Hill 2009.

Watkins, Michael D. (2012): How Managers Become Leaders; Harvard Business Review June 2012; pp. 64–72.

Weibler, Jürgen (2014): Führung der Mitarbeiter durch den nächsthöheren Vorgesetzten; in von Rosenstiel, Lutz/Regnet, Erika/Domsch, Michel E.: Führung von Mitarbeitern – Handbuch für erfolgreiches Personalmanagement; 7th edition Schäffer-Poeschel 2014; pp. 271–283

Weibler, Jürgen (2016): Personalführung; 3rd edition Vahlen 2016.

Wiswede, Günter (2004): Rollentheorie; in Schreyögg, Georg/von Werder, Axel (2004): Handwörterbuch Unternehmensführung und Organisation; 4th edition Schäffer-Poeschel 2004.

Wunderer, Rolf (2001): Employees as co-intrapreneurs – a transformation concept. Leadership & Organization Development Journal 22 (5), pp. 193–211.

Article   Google Scholar  

Wunderer, Rolf (2011): Führung und Zusammenarbeit – Eine unternehmerische Führungslehre; 9th edition Luchterhand.

Yukl, Gary/Lepsinger, Richard (2005): Why Integrating the Leading and Managing Roles Is Essential for Organizational Effectiveness; Organizational Dynamics 4/2005; pp. 361–375.

Yukl, Gary (2013): Leadership in Organizations; 8th edition Pearson 2013.

Zaleznik, Abraham (1977): Managers and leaders – Are they different?; Harvard Business Review May/June 1977; pp. 67–78.

Download references

Author information

Authors and affiliations.

goodHR, Berlin, Germany

Boris Kaehler

You can also search for this author in PubMed   Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2022 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this chapter

Kaehler, B. (2022). Management and Leadership: Definition, Differentiations, and Other Theoretical Considerations. In: Complementary Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-98163-1_1

Download citation

DOI : https://doi.org/10.1007/978-3-030-98163-1_1

Published : 23 June 2022

Publisher Name : Springer, Cham

Print ISBN : 978-3-030-98162-4

Online ISBN : 978-3-030-98163-1

eBook Packages : Business and Management Business and Management (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Effective Leadership and its Impact on an Organisation’s Success

• February 2017
• Journal of Corporate Responsibility and Leadership 3(3):73
• CC BY-ND 4.0
• This person is not on ResearchGate, or hasn't claimed this research yet.

Discover the world's research

• 25+ million members
• 160+ million publication pages
• 2.3+ billion citations

• Tumaini Abel Majaliwa
• Virginia Onche

• Eric Duorinaah
• George Dery Nanko
• Marshall Kala
• Ahmad ali Almohtaseb

• Mohammad Adnan Almahameed

• Gibson Pandiangan
• Harman Malau
• Harlyn Siagian

• Jabran Jasni
• Sharfizie Mohd Sharip

• Dev Learn Org Int J

• Sarah Lewis
• Rebecca Lowenhaupt
• A Glińska-Neweś
• A Pocztowski
• Recruit researchers
• Join for free
• Login Email Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google Welcome back! Please log in. Email · Hint Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google No account? Sign up

More From Forbes

The leader of today: mastering leadership in an era of constant change.

• Share to Facebook
• Share to Twitter
• Share to Linkedin

Annette White-Klososky, Founding Partner at Future Point of View .

The rigid leadership structures and hierarchies that were needed for success in the industrial era of the 20th century are being replaced by the flexible models of the 21st century to handle the new ways of working. The old ways of doing things are no longer an option for a leader or organization trying to keep pace with today's trends. Adaptive leadership is the inevitable next step in thriving in our changing world.

Today’s leadership is paradoxical. It means practicing managerial stoicism while being comfortable with ambiguity and pivoting with the winds of change. Above all, one’s organizational role is to support the company's teams where it's needed most.

Meeting The Evolving Expectations Of The Workforce

The rush into remote work was one of the biggest upheavals in the modern workplace. My recollection of those early days crystallizes around the halting first few weeks when my team shifted to working remotely full-time. It wasn’t simply a matter of setting up a home office and implementing Zoom to keep in touch but also rethinking how we work together as a team—and really as a culture. In the office, it’s easy to casually walk up to someone or have a quick discussion during your coffee break. At times, you’d even be able to gauge the team's mood just by walking by.

In the virtual workplace, I had to be much more intentional. I scheduled more frequent meetings to talk to individuals not just about work but also to understand how they were feeling on a personal level. I also encouraged more informal communication like virtual coffee breaks and team chats unrelated to work. With a remote team, the skills you need take a different shape. You have to trust your team to get things done and not micromanage. You have to be clear in directives. You have to create community and connection on the fly. The challenge for leaders is to become more sensitive to these shifts and be willing to adjust.

Google Is Deleting Gmail Accounts—3 Steps Needed To Keep Yours

Google play store deletion—do not keep these apps on your phone, what time is the harris-trump debate tonight on abc, integrating ai into leadership practices.

The rise of AI copilots and other technologies is transforming work as we know it. Leaders have to manage a workforce in which humans and smart machines are co-workers. Doing this requires leaders to understand AI's strengths and limitations. It also means leveraging technologies in ways that maximize benefits for the organization. Those who don’t will fall behind in terms of efficiency, innovation and competitiveness.

To make sure the adoption of AI tools went well with our team, I involved them in the decision to bring the technology into the office. We spent time teaching them how the adoption would work. Then, we conducted training, provided support and integrated feedback into our process. We structured our leadership so we could adapt to conditions that changed quickly.

Leadership has to learn to embrace technology as it moves in. But leaders also have to be sensitive to human beings. It’s about finding the balance between humans and AI to amplify what each is good at—while getting better at using software for decision-making, direction and innovation and leveraging our human strengths for creativity, empathy and judgment. As AI comes into the workplace as digital co-workers, there will be a time when organizations have a human resources department and a digital resources department—both managing the most important assets of an organization.

Technology-Driven Decision-Making

Leadership must get comfortable making decisions bolstered by technology. From data-driven insights to AI recommendations, the astute decision-maker weighs human intuition with data. The best leaders balance two approaches—innovating like Google while managing like Citibank. Moving at a fast pitch requires leaders to continually—even daily—adjust.

Today’s leaders must stay current with the latest tools and methodologies for financial budgeting, forecasting and planning, especially when technology-enabled solutions such as data-analytical techniques and predictive modeling can increase the speed of decision-making to offset risk. Financial leadership also requires staying attuned to technology applications that link together financial information, such as systems for real-time reporting of budgets and accruals.

Resilience, remaining adaptable and being empathetic—these are some of the values that have seen me through my career and are the foundation of good leadership. Lead with purpose and passion. The leader of today isn't defined by their job or even the organizations in which they thrive but by what they bring to their role—and their efforts to make a positive difference in their organizations and the people within them.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

• Editorial Standards
• Reprints & Permissions

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Leadership Theory: a research perspective

Related Papers

Petros G Malakyan

The current article acknowledges the absence of followership from the leadership literature for many years. Major theories of leadership are reviewed to assert that (1) modern leadership studies have been developed strictly from the leader’s perspective with little or no attention on followership, (2) leadership studies have primarily been based on the static understanding of leadership (leaders always remain leaders),1 and (3) there seems to be a need for a new paradigm for leader–follower relationships, which may result in organic relationships between leaders and followers through exchange of leadership and followership functions and roles. Thus, it is argued that the mutuality of relationships and infl uence between the follower and the leader exists. To address the need for a new paradigm for leadership, the leader–follower trade (LFT) approach is introduced, which may result in the nonstatic and organic approach to leadership–followership as two valuable human behavioral functions. In this case, leadership and followership functions and roles may be traded or exchanged by the positional leaders and followers in different situations or organizational settings toward mutual respect, empowerment, and effectiveness.

Inga Minelgaite

Research on the ideal leader profile in a cultural context maintains its popularity as it is related to leadership effectiveness, performance of organizations and organizational outcomes. The literature suggests that the sociodememographic characteristics of the followers might affect the preferences towards ideal leader behavior and hence, are important to investigate. This article presents the results of empirical research that was conducted in Iceland on ideal leader preferences. The literature indicates that gender, education level and the age of a follower are the characteristics that might affect attitudes the most. However, the results of the empirical research presented here indicate that followers in Iceland have uniform views towards ideal leader behavior – no difference due to the follower’s gender, education level or age was indicated when describing the ideal leader. The managerial implications of the findings are discussed in the article.

This article addresses the traditional view of leader (ship) and follower (ship) as separate persons and processes in leadership research. Attempts have been made to depersonalize leadership and followership by taking leaders out of leadership and followers out of followership, which is to say that leaders and followers are myth and do not exist as separate identities. The traditional views of leaders and followers as static persons and functions as well as leadership and followership as separate processes have been challenged by the depersonalized or person-less concepts of leadship and followship. A shift of focus in research seems necessary from the leader or follower to the dynamic inter-relational functions of leading or following as well as from leader- or follower-centric leadership or followership to role-focused and interchangeable process of leadship and followship in organizations.

DR.C.KARTHIKEYAN DR.C.KARTHIKEYAN

Developing into a effecitve leader with Triangular Winning way, The Leader, The Followers and The Society winning simultaneosly. The emergence of a global shift in consciousness among leaders, entrepreneurs and leaders starting their own ventures leave behind the old model of business underlying profit precedes all, is replaced with consciousness of highest levels with a realisation that a leaders wins only by helping others and serve society in a way expected, only then the win happens.

Haftu Equar , John Antonakis

L eadership matters, according to prominent leadership scholars (see also Bennis, 2007). But what is leadership? That turns out to be a challenging question to answer. Leadership is a complex and diverse topic, and trying to make sense of leadership research can be an intimidating endeavor. One comprehensive handbook of leadership (Bass, 2008), covering more than a century of scientific study, comprises more than 1,200 pages of text and more than 200 additional pages of references! There is clearly a substantial scholarly body of leadership theory and research that continues to grow each year. Given the sheer volume of leadership scholarship that is available, our purpose is not to try to review it all. That is why our focus is on the nature or essence of leadership as we and our chapter authors see it. But to fully understand and appreciate the nature of leadership, it is essential that readers have some background knowledge of the history of leadership research, the various theoretical streams that have evolved over the years, and emerging issues that are pushing the boundaries of the leadership frontier. Further complicating our task is that more than one hundred years of leadership research have led to several paradigm shifts and a voluminous body of knowledge. On several occasions, scholars of leadership became quite frustrated by the large amount of false starts, incremental theoretical advances, and contradictory findings. As stated more than five decades ago by Warren Bennis (1959, pp. 259–260), " Of all the hazy and confounding areas in social psychology, leadership theory undoubtedly contends for

Alberto Mendez

Tuqir Afzal

Qingqiu Liao

Chief Hyginus Chika Onuegbu JP,LLM, MA,MSc, FCTI, FCA

The contributions of trade unions to the struggles for the improvement in the welfare and living standards of not just their members but the larger society cannot be overemphasised. For instance in Nigeria and Africa, trade unions were key actors in the struggle for the independence , resistance to military dictatorship and return to democratic rule. However changes in the society, economy and workplace have led to significant decline in trade union density and influence over the last decade. This has been worsened by the inability of unions to change, which can be traced to trade union leadership .Unfortunately, effective leadership of trade unions is a largely neglected aspect of the lager leadership research. This study attempts to fill that gap by identifying the relevant skills required for effective leadership of trade unions in contemporary times. Using sequential exploratory mixed method approach the study identified twenty four skills for effective leadership of trade unions in contemporary times. It also identified the top ten of the twenty four skills for effective leadership. Recommendations on how trade unions leaders can acquire these skills were also made.

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

RELATED PAPERS

lingyun tao

Helene Ambasa

Warren Martin

The Leadership Quarterly

Patricia O'Connor

American Psychologist

Robert Kaiser

Deena Pradhan

Ronald Greilich

Chukwudi Egemonu

IJMSBR Open Access Journal , Khalid Rasheed

Teresa Correia de Lacerda

John Antonakis

International Research Journal Commerce arts science

Inga Minelgaite , Romie F Littrell

Leadership Development

Somchet Isarankura

… Journal of Organizational …

Anders Skogstad

Asia Pacific Business Review

Lesley Ferkins

Dr Wesley C Chishimba (DBA, MSc-GHRM, DHRM, MSHRM, FZIHRM)

Jatto Justice

Richard Klimoski

Suze Wilson

Group & Organization Management

Richard Klimoski , B. Amos

Nora Misiolek

PRISANA TANGMUTASAWAT

Attiya Shafaq Khan

Tourism 62(1), 19-40

Stanislav Ivanov

Irene Zoppi

Gisela Carhuallanqui

Dana Joseph , Lindsay Dhanani , Mallory McCord

Beverley Hawkins , Jonathan Gosling

supporto.nextmedia.it

Antonio Marturano

Agniete Ivaskeviciute, OSB

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024