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Subordinate Development: The Third Strand of Leadership

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  • Anup K. Singh
  • Sanjyot Pethe

Abstract

Leadership, in work settings, is a social process through which an individual exerts influence intentionally over others to structure behaviours and relationships within a group or an organization. The influence process takes place in form of task orientation and relationship orientation, which we call as two strands of leadership. These behavioural approaches were in the period when the world was far more stable and a predictable place. Since the these studies may not capture the present day realities, researchers in Finland and Sweden have been reassessing whether there are only these two orientations. The basic premises of the present article is that in a changing world effective leaders would exhibit development oriented behaviour. Consequently, the present study explores the development aspects of leadership, which could be called the third strand of leadership.

Suggested Citation

  • Anup K. Singh & Sanjyot Pethe, 2003. "Subordinate Development: The Third Strand of Leadership," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 28(3), pages 209-222, August.
    • Handle: RePEc:sae:manlab:v:28:y:2003:i:3:p:209-222
    DOI: 10.1177/0258042X0302800302
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    References listed on IDEAS

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    1. Hollander, Edwin P., 1995. "Ethical Challenges in the Leader-Follower Relationship," Business Ethics Quarterly, Cambridge University Press, vol. 5(1), pages 55-65, January.
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