Leading the high-capability organization: challenges for the twenty-first century
Article Abstract:
Leadership in about 30 highly successful organizations is examined. All of their leaders have long had a relationship with their respective organizations whose cultures they have shaped. They differ from other leaders in that they are extremely self-confident, though not egotistic, to the point that they are very comfortable listening to the ideas of others and giving credit where it is due. These leaders believe in the balance between values and strategies, the importance of consistent communication of mission and values, the strategic value of effective human resources management, and the imperative to set extremely high goals and equipping the workforce to meet them. Four of these leaders are Gen. Robert Herries of the USAA, Frances Hesselbein of the Girl Scouts of the USA, William Pollard of ServiceMaster and Herb Kelleher of Southwest Airlines.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1997
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Leadership and management effectiveness: a multi-frame, multi-sector analysis
Article Abstract:
Both a qualitative and a quantitative study are used to examine usage of Bolman and Deal's (1984, 1991) perspectives of leadership and management effectivity. The structural frame embodies efficency and goal-orientation, while the symbolic frame emphasizes identification with a corporate vision. Attention to the human aspect of, and to the balance of power within the organization are stressed in the human resource and political perspectives, respectively. In the first study, write-ups on critical incidents show that managers use two frames at the most and frequently refer to the former two. The latter two were used to varying degrees. The second study used a survey to analyze both perspectives and managerial and leadership effectiveness. The results indicate that former is associated with structural aspects, while the latter is
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1991
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Leadership and strategic change
Article Abstract:
A study of the management and organizational techniques used by Scandinavian Airlines System (SAS) demonstrates how, in a turnaround situation, distinctions between strategic change and leadership become unclear and interdependent, creating a new corporate culture geared to develop and diffuse strategic change. Through researcher-conducted interviews, and analysis of written documents, the SAS turnaround is examined, focusing on three divisions (the commercial, the technical, and traffic services divisions) and the mobilization process necessary to implement corporate philosophical change is identified and analyzed. The implications for human resources management in the areas of recruitment, manager orientation, and strategic role constellations are discussed.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1986
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