CHANGING DEMANDS ON LEADERSHIP

Charles Heckscher

doi:https://doi.org/10.4324/9781003265122-4

CHANGING DEMANDS ON LEADERSHIP

Charles Heckscher

School of Management and Labor Studies, Labor Studies & Empl Rels

Rutgers, The State University

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

Abstract

The sociological perspective emphasizes the context for leadership. That context has changed broadly over the last fifty years. In corporations, there has been a move from bureaucratic to more collaborative structures, which place new demands on leaders. More recently, the major contextual development has been the polarization of value-orientations, most evidently in the political realm but also in many corporations. In such polarized settings, the ability to lead public conversations becomes critical. Although there are relatively few examples of such leadership in companies, and even fewer in societies, some promising examples suggest the key elements, including not only facilitation skills but also the ability to design and manage processes of engagement over time.

Original language	American English
Title of host publication	Leadership, Psychoanalysis, and Society
Publisher	Taylor and Francis
Pages	67-85
Number of pages	19
ISBN (Electronic)	9781000575705
ISBN (Print)	9781032207643
DOIs	https://doi.org/10.4324/9781003265122-4
State	Published - Jan 1 2022

ASJC Scopus subject areas

Economics, Econometrics and Finance(all)
Business, Management and Accounting(all)
Psychology(all)
Social Sciences(all)

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CHANGING DEMANDS ON LEADERSHIP

Abstract

ASJC Scopus subject areas

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