Putting leadership in its place: Transferability of leadership ability across contexts
Dick, J. W. (2009). Putting leadership in its place: Transferability of leadership ability across contexts (Thesis, Master of Social Sciences (MSocSc)). The University of Waikato, Hamilton, New Zealand. Retrieved from http://hdl.handle.net/10289/3938
Permanent Research Commons link: http://hdl.handle.net/10289/3938
AbstractThe aim of this study was to contribute to the growing body of research involving thesubject of leadership, while looking at a facet of this phenomenon on which thereappears to be very little data available. In the fast moving environment of the twentyfirst century, there is more and more pressure on leaders from every area of industry,commerce, community and public service to be capable of not only performing theirbasic tasks in the immediate scope of their area of responsibility, but also a growingexpectation that they must be capable of exporting this ability into any environment orcontext that the organisation rapidly finds itself. There is little time to recruit, train anddeploy new leaders when a novel situation presents itself. This research employs aqualitative approach utilising an interpretive multiple case study method to investigatewhat followers look for and expect in their leaders in the form of traits, values orcharacteristics. The investigation then looks to see what style of leader employs thesevalues to best effect, suggesting that this type of style, based on this set of values, arethe most likely to be durable across any context. The study is conducted looking at thewider culture of the individual participant in terms of age and era, gender, education,and the added dynamic of punishment as a leadership tool. While initial findingssuggest that females may have this ability to transfer their leadership style at face value,the study acknowledges the variables involved and recommends the way forward forfuture research in this area.
The University of Waikato
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