Publications
Detailed Information
조직 콘텍스트를 고려한 리더십 연구 - 리더십의 동질화와 관성화를 중심으로 - : Leadership in Organizational Contexts: Isomorphism and Inertia of Leadership
Cited 0 time in
Web of Science
Cited 0 time in Scopus
- Authors
- Issue Date
- 2001
- Publisher
- 서울대학교 노사관계연구소
- Citation
- Journal of industrial relations, Vol.12, pp. 243-261
- Abstract
- Why is it that the majority of leaders at particular hierarchical levels, in
particular departments. organizations, and even in an industry share
astonishingly similar leadership attributes such as similar leader traits and
behavioral patterns? Why leaders seldom change their leadership style
after their leadership style is anchored? This study attempts to answer
these questions by explaining the role of organizational contexts.
Organizations develop their own leadership style that fits with their
organizational contexts and environments. Homogenizing filters, socialization
and learning make new organizational leaders adopt existing
leadership styles that have been accepted by organizational members and
stakeholders. This isomorphism of leadership process makes leaders share
similar leadership style and traits. When a dominant type of leadership
emerges within an organization, it tends to be resistant to changes and
sustain over time. Behavioral routines developed by organizational members,
persistence as the virtue of leadership and commitment prevent
leaders from changing their leadership style.
- Language
- Korean
- Files in This Item:
Item View & Download Count
Items in S-Space are protected by copyright, with all rights reserved, unless otherwise indicated.