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| Author: | Alvesson, M. |
| Title: | Leadership as social integrative action. A study of a computer consultancy company |
| Journal: | Research Management
1992 : VOL. 13:2, p.185-209 |
| Index terms: | LEADERSHIP COMPUTER BUREAUX COMPUTER SERVICES HUMAN RELATIONS CORPORATE CULTURE MANAGERS MANAGEMENT ROLES |
| Language: | eng |
| Abstract: | It is suggested that leadership, at least in some types of organizations, can be conceptualized as social integrative action. Such action is seen as a synthesis of institutional and human-relations oriented leadership. A case study of a computer consultancy company, a professional service adhocracy, supports this argument. Another aspect of leadership highlighted in the case study is the role of the leader as an agent and reproducer of corporate culture. Recognizing that there might be exceptions, leaders are normally better understood as "transmittors" rather than "masters" of culture. In sum, a less "commander"- and micro-oriented view of managerial work is suggested than those common in the literature. |
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