Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2015 | nr 4 (192) | 425--453
Tytuł artykułu

Bounded Leadership Empirical Study of the Polish Elite

Warianty tytułu
Języki publikacji
This paper presents the results of qualitative research conducted by the method of in-depth interviews with Polish leaders. A very diversified group of high-level and considerably successful leaders were selected and interviewed. The typology (profiles) of the leaders, their constraints and strength are revealed and discussed. The leaders give much importance to their struggle for autonomy and overcoming constraints. They are familiar with the different models of "optimal leadership." Their profiles and sources of leadership strength are examined within the framework of the "bounded leadership theory."(original abstract)
Opis fizyczny
  • Kozminski University
  • Ancona, D., Malone, T.W., Orlikowski, W.J., Senge, P.M. 2007. In praise of the incomplete leader, Harvard Business Review, February: 21-28.
  • Augier, M., March, J.G. 2008. Realism and comprehension in economics: A footnote to an exchange between Oliver E. Williamson and Herbert A. Simon, Journal of Economic Behaviour & Organization 66: 95-105.
  • Babbie, E. 2009. Podstawy badań społecznych (Polish edition of The Basics of Social Research). Warszawa: PWN.
  • Bass, B.M. 1998. Transformational Leadership: Industrial, Military and Educational Impact. Mahwah, N.J.: Erlbaum.
  • Bass, B.M. 1985. Leadership and Performance. New York: Free Press.
  • Bass, B.M., Avolio, B.J. (eds.). 1994. Improving Organizational Effectiveness Through Transformational Leadership. Thousand Oaks, CA: Sage Publications.
  • Burns, J.M. 1978. Leadership. New York: Harper & Row.
  • Collins, J. 2001. Level 5 leadership, Harvard Business Review, January: 34-44.
  • Davis, K. 1967. Human Relations at Work. New York: McGraw Hill Book.
  • Denzin, N.K. and Lincoln, Y.S. 2005. The SAGE Handbook of Qualitative Social Research. London: SAGE.
  • Farson, R., Keyes, R. 2002 The failure-tolerant leader, Harvard Business Review, August: 3-8.
  • Fiedler, F. 1972. The effects of leadership training and experience: a contingency model interpretation, Administrative Science Quarterly 17 (4): 445-470.
  • Gigerenzer, G.,Selton, R. 2002. Bounded Rationality. Cambridge: MIT Press.
  • Goodyear, M. 1998. Qualitative Research, in: C. McDonald and P. Vangelder (eds.), ESOMAR Handbook of Market and Opinion Research-4th Edition. ESOMAR: Amsterdam, pp. 177-240.
  • Hackman, J.R., Wageman, R. 2005. A theory of team coaching, Academy of Management Review 30 (2): 269-287.
  • Hatch, M.J., Kostera, M., Koźmiński, A.K. 2005. The Three Faces of Leadership. Manager, Artist, Priest. Oxford, UK: Blackwell Publishing.
  • Heifetz, R. 1994. Leadership Without Easy Answers. Cambridge MA: Harvard University Press.
  • Heifetz, R.A., Linsky, M. 2002. A survival guide for leaders, Harvard Business Review, June: 65-74.
  • Heller, F. 1996. Leadership, International Encyclopedia of Business and Management. London, New York: Routledge: 2541-2550.
  • House, R. 1971. A path-goal theory of leadership effectiveness, Administrative Science Quarterly 16: 321-340.
  • House, R., Podsakoff, P.M. 1994. Leadership effectiveness: past perspectives and future decisions for research, in: J. Greenberg (ed.), Organizational Behavior: The State of Science. Hilsdale, N.J. England: Elbaum Associates Inc.: 45-82.
  • Joiner, B., Josephs, S. 2007. Leadership Agility. Five Levels of Mastery for Anticipating and Initiating Change. San Francisco, CA: John Wiley & Sons.
  • Kim, W.C., Mauborgne, R. 2003. Tipping point leadership, Harvard Business Review, April: 3-11.
  • Kouzes, J., Posner, B. 2007. The Leadership Challenge. San Francisco CA: Jossey Bass.
  • Kozlowski, S.W.J, et al. 1996. Team leadership and development: theory, principles and guidelines for training leaders and teams, Advances in Interdisciplinary Studies of Work Teams 3: 253-291.
  • Kozminski, A.K., Tropea, J.L. 1982. Negotiation and command: managing in the public domain, Human Systems Management 3: 21-31.
  • Koźmiński, A.K. 2013. Ograniczone przywództwo. Studium empiryczne. Warszawa: Poltext.
  • Lawler, E. 1986. High Involvement Management: Participative Strategies For Improving Organizational Performance. San Francisco, CA: Jossey Bass.
  • Maccoby, M. 1978. The Gamesman. New York: Simon and Schuster Inc.
  • Maccoby, M. 2000. Narcissistic leaders, Harvard Business Review, January-February: 69-77.
  • Manzoni, J.F., Barsoux, J.L. 1998. The set-up-to-fail syndrome, Harvard Business Review, March-April: 101-113.
  • March, J.G. 1994. A Primer on Decision Making: How Decisions Happen. New York: Free Press.
  • March, J., Simon, H. 1993. Organizations revisited, Industrial and Corporate Change 2 (3): 299-316.
  • Meyer, M.W., Zucker, L.G. 1989. Permanently Failing Organizations. Newbury Park: Sage.
  • Naim, M. 2013. The End of Power: From Boardrooms to Battlefields and Churches to States. Why Being in Charge Isn't What it Used to Be. New York: Basic Books.
  • Mariampolski, H. 2001. Qualitative Market Research. SAGE: London.
  • Parry, K.,Kempster, S. 2013. Love and leadership: constructing follower narrative identities of charismatic leadership, Management Learning 1: 1-18.
  • Peace, W.H. 1991. The hard work of being a soft manager, Harvard Business Review, November-December: 72-76.
  • Pfeffer, J., Salancik, G.R. 1978. The External Control of Organization. A Resource Dependence Perspective. New York: Harper & Row.
  • Rooney, P.M. 1993. Effects of worker participation in the USA: managers' perceptions vs. empirical measures, in: W. Lafferty, E. Rosenstein (eds.), International Handbook of Participation in Organizations, Vol. 3, Oxford: Oxford University Press.
  • Rubinstein, A. 1998. Modeling Bounded Rationality. Cambridge: MIT Press.
  • Simon, H. 1957. A behavioral model of rational choice, in: Models of Man: Social and Rational. Mathematical Essays on Rational Human Behavior in a Social Setting. New York: Wiley.
  • Smith, P., Peterson, M. 1988. Leadership. Organizations and Culture. London: Sage Publications.
  • Spender, J.C. 2008. Can Simon's notion of bounded rationality give us new ideas about leadership, Leadership 4 (1): 95-116.
  • Vroom, V. 1977. Leadership revisited, in: B. Staw (ed.), Psychological Foundation of Organizational Behavior. Santa Monica, CA: Goodyear Publishing Co., pp. 172-210.
  • White, R.K., Lippitt, R. 1960. Autocracy and Democracy. New York: Harper & Row Publishers.
  • Youkl, G. 1994. Leadership in Organizations. Englewood Cliffs, N.J.: Prentice Hall.
Typ dokumentu
Identyfikator YADDA

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.