ABSTRACT

Despite leadership being considered essential to successful organizational change, reviews of empirical research on the subject reveal inconsistencies in the approaches to, and measurements of, both leadership and its impact on change outcomes. The study and development of leadership should reach beyond the simple focus on individual leaders and ultimately broaden our view of how the most meaningful impact can be made. Toward this end, a general framework of leadership in the implementation of change is provided. Starting from a functional perspective, it is proposed that leadership is provided by one or more leadership sources that independently or collaboratively enact a configuration of four leadership functions through specific behaviours from three behavioural meta-categories. It is additionally argued that leadership effectiveness – and the success of change – is a product of the degree to which the configuration of functions enacted sufficiently addresses the variety of situations leadership sources encounter. In this regard, the integrative framework offered here focuses primarily on what Rost [(1991). Leadership for the twenty-first century. Praeger] categorizes as the peripheral elements of leadership theory.

摘要

尽管领导力被认为是成功进行组织变革所必需的，但对这一主题的实证研究的回顾显示，领导力及其对变革结果的影响的方法和衡量方法均不一致。领导力的研究和发展不应仅仅局限于单个领导者，最终应拓宽我们对如何产生最有意义影响的看法。为此，提供了实施变革的领导总体框架。从功能的角度出发，建议由一个或多个领导力来源提供领导力，这些领导力来源通过三个行为元类别的特定行为独立或协作实施四个领导力功能的配置。此外，有人认为，领导效力以及变革的成功，是所制定的职能配置足以解决领导者所遇到的各种情况的程度的产物。在这方面，这里提供的集成框架主要集中在Rost [（1991）。二十一世纪的领导才能。普拉格]被归类为领导理论的外围要素。