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Articles 61 - 63 of 63
Full-Text Articles in Business
Not Just 'Adding Women In': Women Re-Making Leadership, Amanda Sinclair
Not Just 'Adding Women In': Women Re-Making Leadership, Amanda Sinclair
Amanda Sinclair
Why is it that so much of women’s contribution to public life has not been recognised as leadership? In this paper, I look at the construct of leadership itself, its history and recent popularity. Leadership has, in most cultures including Australia, been defined as something that men do. A performance of leadership and heroic masculinity are intertwined. Further, when women emulate male behaviours (even when they appear to do so successfully), they are not judged as leaders. This creates and has created profound problems for leading women in Australia. Highly visible and effective women in public life have been designated …
Motivations-Attributes-Skills-Knowledge (Mask) Model As Framework For Leadership Assessment Balanced Scorecards: An Empirical Study, Chris D. Bellamy
Motivations-Attributes-Skills-Knowledge (Mask) Model As Framework For Leadership Assessment Balanced Scorecards: An Empirical Study, Chris D. Bellamy
Dr. Chris D. Bellamy
Over the course of history many leaders have made their mark on society. These leaders have led uprising, movements, and organizations that have left legacy’s in today’s society. Leaders such as Martin Luther King, Adolph Hitler, and Jack Welch have displayed behaviors and leadership competencies which motivated their followers. These leaders demonstrated that leadership success can be achieved by enabling key leaders around them in an attributive environment. In today’s business environment, executives are seeking ways to identify new leaders which are well rounded in terms of their motivations, attributes, skills, knowledge and abilities to manage people. Companies invest in …
Emergency Service Leader Perceptions Of Legitimacy, John R. Fisher, R. Jeffery Maxfield
Emergency Service Leader Perceptions Of Legitimacy, John R. Fisher, R. Jeffery Maxfield
Dr. John R. Fisher
This study adds to the qualitative data showing how leaders in the emergency services perceive legitimacy and the bases of power. The study examines leader perception of the reasons their subordinates view their leadership as legitimate. Two definitions of legitimacy are presented: the traditional viewpoint of French and Raven (1959) associating legitimate power “with having status or formal job authority” and the other proposed by Maxfield (2012) in the LEAP leadership model basing legitimacy more on the characteristics leaders bring to their positions. Emergency service students interviewed leaders in their career fields, determining their view of legitimacy. They found that …