Published by:
MIT Sloan School of Management
Length: 13 pages
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Abstract
The role of leadership is a favorite theme among students of management, but most studies focus too narrowly on the individual ''hero-leader,'' according to these authors. They argue that leadership typically does not rest with a single individual, but is both pluralistic and fluid. This pluralism is in part a function of two very different leadership structures: the formal management hierarchy, and the informal networks that cross and operate within hierarchical lines. The intelligent manager understands that these two structures are complementary. The most successful decision making - and the most effective leadership - occurs when they are encourage to coexist.
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Abstract
The role of leadership is a favorite theme among students of management, but most studies focus too narrowly on the individual ''hero-leader,'' according to these authors. They argue that leadership typically does not rest with a single individual, but is both pluralistic and fluid. This pluralism is in part a function of two very different leadership structures: the formal management hierarchy, and the informal networks that cross and operate within hierarchical lines. The intelligent manager understands that these two structures are complementary. The most successful decision making - and the most effective leadership - occurs when they are encourage to coexist.