Przejdź do głównego menu Przejdź do sekcji głównej Przejdź do stopki
Journals name baner

Nr 1(18) (2023)

Artykuły

Dylematy i wyzwania badań przywództwa

Opublikowane: 2023-06-28

Abstrakt

The article identifies selected conceptual problems, which can be seen in leadership research. The presented theses make a critical contribution to the dominant discussion on the theoretical foundations of this field of analysis. The first tendency is the dominance of normative concepts with universalistic ambitions, which are adopted uncritically by researchers dealing with leadership in different domains. A related phenomenon is a categorical voluntarism, which causes theoretical models to appear in scientific discourse, the multiplicity and purely normative nature of which does not favor the integration of leadership research. Two recipes are proposed to approach the indicated research dilemmas. The first is to link the research more closely to the specificity of individual domains that determine the institutional conditions for shaping leadership relationships. The second remedy is to pay more attention to the empirical validation of the theoretical models applied.

Bibliografia

  1. Avolio Bruce J. (1999), Full leadership development: Building the vital forces in organizations, Thousand Oaks, CA: Sage Publications. [Google Scholar]
  2. Bass Bernard M. (1996), A new Paradigm of Leadership: An Inquiry into Transformational Leadership, Alexandria, VA: U.S. Army Research Institute for the Behavioral and Social Sciences Alexandria. [Google Scholar]
  3. Bass Bernard M. (1998), Transformational leadership: Industry, military, and educational impact, Mahwah: Lawrence Erlbaum Associates. [Google Scholar]
  4. Bass Bernard M., Steidlmeier Paul (2004), Ethics, character, and authentic transformational leadership behavior, w: Joanne B. Ciulla (red.), Ethics, the Heart of Leadership, Westport, CT–London: Praeger. [Google Scholar]
  5. Bennis Warren, Nanus Burt (1985), Leaders: The strategies for taking change, New York: Harper and Row. [Google Scholar]
  6. Beyme Klaus von (2005), Współczesne teorie polityczne, tłum. Jerzy Łoziński, Warszawa: Wydawnictwo Naukowe Scholar. [Google Scholar]
  7. Blandin Nanette M. (2007), Leading at the Edge of Chaos, w: Ricardo. S. Morse, Terry F. Buss, C. Morgan Kinghorn (red.), Transforming Public Leadership for the 21st Century, Armonk–New York–London: M.E. Sharpe. [Google Scholar]
  8. Bryman Alan (1992), Charisma and Leadership in Organizations, London–Newbury–New Delhi: Sage Publications. [Google Scholar]
  9. Burns James M. (1978), Leadership, New York: Harper Collins Publishers. [Google Scholar]
  10. Burns James M. (2004), Introduction, w: Joanne B. Ciulla (red.), Ethics, the Heart of Leadership, Westport, CT–London: Praeger. [Google Scholar]
  11. Ciulla Joanne B. (2004), Leadership Ethics: Mapping the Territory, w: Joanne B. Ciulla (red.), Ethics, the Heart of Leadership, Westport, CT–London: Praeger. [Google Scholar]
  12. Fairholm Matthew R. (2007), Trans-leadership. Linking Influential Theory and Contemporary Research, w: Ricardo. S. Morse, Terry F. Buss, C. Morgan Kinghorn (red.), Transforming Public Leadership for the 21st Century, Armonk–New York–London: M.E. Sharpe. [Google Scholar]
  13. Gardner William L., Avolio Bruce J., Luthans Fred, May Douglas R., Walumbwa Fred (2005), „Can you see the real me?” A self-based model of authentic leader and follower development, „The Leadership Quarterly”, t. 3, nr 16, s. 343–372. [Google Scholar]
  14. Graham Jill W. (1991), Servant-leadership in organizations: Inspirational and moral, „The Leadership Quarterly”, t. 2, nr 2, s. 105–119. [Google Scholar]
  15. Greenleaf Robert K. (1977), Servant leadership: A journey into the nature of legitimate power and greatness, Mahwah: Paulist Press. [Google Scholar]
  16. Heifetz Ronald A. (1994), Leadership without easy answers, Cambridge, MA: Belknap Press–Harvard University Press. [Google Scholar]
  17. House Robert J., Hanges Paul J., Javidan Mansour, Dorfman Peter W., Gupta Vipln (2004), Culture, Leadership and Organizations. The GLOBE Study of 62 Societies, Thousand Oaks, CA: SAGE Publications. [Google Scholar]
  18. Javidan Mansour (2010), Bringing the Global Mindset to Leadership, „Harvard Business Review”, nr 19. [Google Scholar]
  19. Keeley Michael (2004), The Trouble with Transformational Leadership: Toward a Federalist Ethic for Organizations, w: Joanne B. Ciulla (red.), Ethics, the Heart of Leadership, Westport, CT–London: Praeger. [Google Scholar]
  20. Kouzes James M., Posner Barry Z. (1987), The leadership challenge: How to Get extraordinary things done in organization, San Francisco: John Wiley & Sons Inc. [Google Scholar]
  21. Koźmiński Andrzej K. (2004), Zarządzanie w warunkach niepewności, Warszawa: Wydawnictwo Naukowe PWN. [Google Scholar]
  22. Masciulli Joseph, Knight Andy W. (2009), Conceptions of Global Leadership for Contextually Intelligent, Innovatively Adaptive Political Leaders, w: Joseph Masciulli, Mikhail A. Molchanov, Andy W. Knight (red.), The Ashgate Research Companion to Political Leadership, Surrey: Ashgate. [Google Scholar]
  23. Meinert Don (2014), Leadership Development Spending Is Up, „HR Magazine”, t. 59, nr 8, s. 14–14. [Google Scholar]
  24. Morgan Douglas F., Shinn Craig W. (2014), The Foundation of New Public Governance, w: Douglas F. Morgan, Brian J. Cook (red.), New Public Governance. A Regime-Centered Perspective, New York: Routledge. [Google Scholar]
  25. Moore Mark H. (1995), Creating Public Value. Strategic Management in Government, Cambridge, MA–London: Harvard University Press. [Google Scholar]
  26. Peters Guy B. (1999), Administracja publiczna w systemie politycznym, tłum. Kazimierz W. Frieske, Warszawa: Wydawnictwo Naukowe Scholar. [Google Scholar]
  27. Pollitt Christopher, Bouckaert Geert (2011), Public Management Reform. A Comparative Analysis –New Public Management, Governance, and the Neo-Weberian State, Oxford: Oxford University Press. [Google Scholar]
  28. Price Terry L. (2007), Leadership and Common Purpuse, w: Richard A. Couto (red.), Reflections on Leadership, Lanham–Boulder–New York–Toronto–Plymounth, UK: University Press of America. [Google Scholar]
  29. Rost Joseph C. (1991), Leadership for the Twenty-First Century, New York: Praeger. [Google Scholar]
  30. Seligman Martin E.P. (2002), Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment, New York: Free Press. [Google Scholar]
  31. Selznick Philip (1957), Leadership in Administration. A Sociological Interpretation, Berkeley–Los Angeles–London: University of California Press. [Google Scholar]
  32. Stogdill Ralph M. (1974), Handbook of leadership: A survey of the literature, New York: Free Press. [Google Scholar]
  33. Svara James H. (2007), Leadership by Top Administrators in a Changing World: New Challenges in Political Administrative Relation, w: Ricardo. S. Morse, Terry F. Buss, C. Morgan Kinghorn (red.), Transforming Public Leadership for 21st Century, Armonk–New York–London: [Google Scholar]
  34. M.E. Sharpe. Szczupaczyński Jerzy (2014), Nowe wzory przywództwa w administracji publicznej, „e-Politicon”, nr 10, s. 7–34. [Google Scholar]
  35. Uhl-Bien Mary, Marion Russ, McKelvey Bill (2007), Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era, „The Leaderhip Quarterly”, t. 18, nr 4, s. 298–318. [Google Scholar]
  36. Yukl Gary (2006), Leadership in Organizations, Upper Sadle River, N.J.: Pearson–Prentice Hall. [Google Scholar]
  37. Wren Thomas J. (2007), Leadership and the Vox Populi, w: Richard A. Couto (red.), Reflections on Leadership, Lanham–Boulder–New York–Toronto–Plymounth, UK: University Press of America. [Google Scholar]
  38. Zuba Krzysztof (2004), Przywództwo w teorii nauk politycznych, w: Lech Rubisz, Krzysztof Zuba (red.), Przywództwo polityczne. Teorie i rzeczywistość, Toruń: Wydawnictwo Adam Marszałek. [Google Scholar]

Downloads

Download data is not yet available.