Paradigms of Leadership and their Effects on Organisational Change: A Critical Study

By Stephen E. McNamara.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

The discussion will focus on a critical examination of leadership models and constructs, with the aim of exploring the relative benefits and drawbacks these have in varying social and organisational contexts. The models will be compared to each other and suggestions made as to how they inter-relate.
In this paper four common leadership models are discussed. These are: charismatic leadership; full-range leadership; strategic leadership and distributed leadership. These models have different implications for effecting social and organisational change. These models are defined in the paper as inter-connected: effective leadership might employ any or all of these styles at different times and in different circumstances, either naturally or due to institutional structures.

Keywords: Change, Leadership Models, Critical Analysis, Leadership, Charismatic Leadership, Strategic Leadership, Full Range Leadership (FRL), Distributed Leadership

International Journal of Knowledge, Culture and Change Management, Volume 11, Issue 2, pp.151-158. Article: Print (Spiral Bound). Article: Electronic (PDF File; 752.379KB).

Stephen E. McNamara

Freelance Education Consultant, Osaka, Osaka, Japan

Stephen has worked in the Japanese International Education community for ten years as a Teacher, Student and Administrator.


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