Outside-the-box, but Inside-the-elevator: A Case of Leadership Myopia Reaching Media
Practitioners claim that successful leaders should be able to think out-of-the-box and “first break all the rules”. However, when it comes to organizational regulation inside some public institutions, more often than not the leaders replace the organizational creativity with an extreme exploitation of the existing rules. The “tendency to overinvest in exploitation” (Levinthal & March 1993) of the routines that proved successful in the past is well-known in the literature on organizational learning. In the present study, we examine a specific context in which a traditional rule meant to offer legitimacy to the public leaders was over-exploited up to the point when all national media reacted against the actions of the public institution. Thus, instead of obtaining more legitimacy, the leaders learned the hard way that the organizational rules should be assessed periodically and the obsolete ones be replaced/balanced with new rules, resulting from the exploratory dimension of organizational learning. We consider that an explanation for this specific case of leadership myopia may be found in a recently defined leadership style, ie, the spiritual leadership (Fry, 2003), situated in a case of over-exploiting an impermanent institutionalized rule (Schulz, 2003).
Volume (Year): 17 (2013)
Issue (Month): 1 (May)
|Contact details of provider:|| Postal: |
Web page: http://www.faa.ro
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:but:manage:v:17:y:2013:i:1:p:215-224. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Cosmin Catalin Olteanu)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.