Relational dysfunctionality: leadership interactions in a Sarbanes-Oxley Act implementation project
2011 (English)In: European Journal of International Management, ISSN 1751-6757, Vol. 5, no 1, 13-29 p.Article in journal (Refereed) Published
Extant leadership literatures tend to favour the positive and the normative over the negative and descriptive, and context-free individuals over situated organisational interaction. Dysfunctional leadership thus usually becomes a matter of evil individuals deviating from established norms, rather than how leadership interaction processes unfold. In this paper, we view leadership interaction processes in terms of construction of direction, coorientation and action space. We apply this perspective to an empirical study of an organisational change project in a sub-unit of a multinational corporation. Conceptual consequences of the proposed perspective are discussed in terms of confused direction, deteriorating coorientation and delimited action space.
Place, publisher, year, edition, pages
2011. Vol. 5, no 1, 13-29 p.
leadership, relational leadership, social construction, dysfunctional leadership, interactions, practices, direction, coorientation, action space, Sarbanes-Oxley Act
IdentifiersURN: urn:nbn:se:kth:diva-30554DOI: 10.1504/EJIM.2011.037780ISI: 000285711300002ScopusID: 2-s2.0-78650742041OAI: oai:DiVA.org:kth-30554DiVA: diva2:401147
QC 201103012011-03-012011-02-282012-06-28Bibliographically approved