Managing Without Leadership: Towards A Theory Of Organizational Functioning

Hardcover | January 12, 2005

byGabriele Lakomski

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A critical examination of leadership theories past and present, Managing without Leadership argues that leadership as traditionally understood does not explain organizational functioning. Bounded by empiricist assumptions and methodology, and including a narrow theory of mind as symbol processor, leadership theories are unable to support their claims about leaders and their actions.
Drawing on coherentist epistemology, connectionism, and the theory of self-organizing dynamic systems, a naturalistic account of organizational functioning and organization design is explored that includes leaders as non-privileged agents in the cognitive fabric of organizational life.

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A critical examination of leadership theories past and present, Managing without Leadership argues that leadership as traditionally understood does not explain organizational functioning. Bounded by empiricist assumptions and methodology, and including a narrow theory of mind as symbol processor, leadership theories are unable to suppo...

Format:HardcoverDimensions:9.45 × 6.5 × 0.98 inPublished:January 12, 2005Publisher:Elsevier Science & TechLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0080433529

ISBN - 13:9780080433523

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Table of Contents

Explaining Organizational Functioning: Leadership's Past and Present.
Why We Can Manage without Leadership, Postmodernist Leadership, Leadership, Organizational Culture and Change, Substituted or Distributed: The End of Leadership as We Know It?

Explaining Organizational Functioning: Moving beyond Leadership.
Managing Organizational Knowledge, Moving Knowledge: What is transfer?, Organization, Emergence and Design, A Road Map to Managing without Leadership.

Editorial Reviews

"Managing Without Leadership challenges orthodox thinking about leadership provoking scholars in the field to re-examine the epistemological assumptions that underpin their work." - Professor James Spillane, Northwestern University, US