Authors:
Joel Podolny (Harvard Business School); Rakesh Khurana (Harvard Business School); Marya Besharov (Harvard Business School)
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 44 pages
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Abstract
The authors of this chapter contend that the study of leadership in organizational theory went awry when interest in leadership became too tightly coupled with organizational performance. Leading organizational theorists in the latter part of the twentieth century, such as Max Weber, Chester Barnard, and Philip Selznick, were not concerned with leadership because of its ability to explain financial performance. Instead, they were concerned with leadership's importance in infusing purpose and meaning into the lives of individuals. Although performance was not judged irrelevant by these earlier theorists, neither was it central. For them the primary significance of leadership rested in its importance in stemming the loss of meaning that they and other scholars of their time ascribed to modernity. The authors of this chapter conclude that if we are to judge the importance of leadership to organizational life, we need to break free from the strict interdependence of leadership success and organizational performance-and take a much broader view. This chapter was originally published as Chapter 3 of 'Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium.' This chapter is excerpted from ‘Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium'.
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 26 pages
Authors:
Noam Wasserman (Harvard Business School); Bharat N Anand (Harvard Business School); Nitin Nohria (Harvard Business School)
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 40 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 13 pages
Authors:
Jennifer A Chatman (University of California at Berkeley); Jessica A Kennedy (Harvard Business School)
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 26 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
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Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
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Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
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Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 37 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Version: 26 January 2010
Length: 22 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
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Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 22 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 45 pages
Authors:
Mansour Javidan (Thunderbird School of Global Management); Peter W Dorfman (Harvard Business School); Jon Paul Howell (Harvard Business School); Paul J Hanges (Harvard Business School)
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 45 pages
Authors:
Mansour Javidan (Thunderbird School of Global Management); Peter W Dorfman (Harvard Business School); Jon Paul Howell (Harvard Business School); Paul J Hanges (Harvard Business School)
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 44 pages
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Linda A Hill (Harvard Business School); Greg Brandeau (Walt Disney Company, USA); Emily A Stecker (Harvard Business School); Maurizio Travaglini (Harvard Business School)
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 47 pages
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Bruce Avolio (Author's Institution)
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
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Harvard Business Publishing
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Robert Kegan (Harvard Graduate School of Education, Harvard University); Lisa Laskow Lahey (Harvard Graduate School of Education, Harvard University)
Published by:
Harvard Business Publishing
Length: 22 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 32 pages
About
Abstract
The authors of this chapter contend that the study of leadership in organizational theory went awry when interest in leadership became too tightly coupled with organizational performance. Leading organizational theorists in the latter part of the twentieth century, such as Max Weber, Chester Barnard, and Philip Selznick, were not concerned with leadership because of its ability to explain financial performance. Instead, they were concerned with leadership's importance in infusing purpose and meaning into the lives of individuals. Although performance was not judged irrelevant by these earlier theorists, neither was it central. For them the primary significance of leadership rested in its importance in stemming the loss of meaning that they and other scholars of their time ascribed to modernity. The authors of this chapter conclude that if we are to judge the importance of leadership to organizational life, we need to break free from the strict interdependence of leadership success and organizational performance-and take a much broader view. This chapter was originally published as Chapter 3 of 'Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium.' This chapter is excerpted from ‘Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium'.
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Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
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Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
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