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Value-creating organizational leadership

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  • Kollenscher, Eldad
  • Popper, Micha
  • Ronen, Boaz

Abstract

Despite their many contributions, each of the most prevalent approaches to leadership – the micro interpersonal leadership models such as transformational theory, trait theory and charismatic leadership, and the macro strategic management – has notable ‘blind spots’ and relies on biased or partial assumptions. Furthermore, the macro–micro polarization of major leadership theories overlooks important meso perspective processes, such as structuring, which leaders can use to attain a more compounded and sustained effect on organizational outcomes. The goal of this paper is to propose an integrative theoretical framework – value-creating leadership – which provides what is missing from the theory of organizational leadership. Value-creating leadership combines micro and macro perspectives regarding management and leadership along with a meso perspective to create a unified model of corporate leadership.

Suggested Citation

  • Kollenscher, Eldad & Popper, Micha & Ronen, Boaz, 2018. "Value-creating organizational leadership," Journal of Management & Organization, Cambridge University Press, vol. 24(1), pages 19-39, January.
    • Handle: RePEc:cup:jomorg:v:24:y:2018:i:01:p:19-39_00
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    Cited by:

    1. Iryna Ignatieva & Alina Serbenivska & Elena Babina, 2023. "Influence of Leadership Potential on the Effectiveness of Managerial Change," International Journal of Information Technology Project Management (IJITPM), IGI Global, vol. 14(1), pages 1-8, January.
    2. Yeşim Kaya, 2023. "Agile Leadership from the Perspective of Dynamic Capabilities and Creating Value," Sustainability, MDPI, vol. 15(21), pages 1-16, October.

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