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The leadership disease...and its potential cures

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  • Pearce, Craig L.
  • Manz, Charles C.

Abstract

Leadership development and executive education have taken on increased prominence in recent years. The natural tendency is to approach the subject of leadership as a hierarchically-based process that is focused on higher-level individual leaders influencing lower-level followers. This tendency is consistent with myths surrounding charismatic and heroic visionary leaders who are often portrayed as single-handedly inspiring and directing their organizations to new heights. Unfortunately, these simplistic portrayals of leadership are promulgated by the media and desired by the consuming public. However, this kind of framing of leadership is dangerous: it lays the seeds of centralization of power, which can have innumerable detrimental outcomes. Accordingly, we explore two potent antidotes to this simplistic hierarchical formulation of leadership that have become an increasing focus of leadership research: self-leadership and shared leadership.

Suggested Citation

  • Pearce, Craig L. & Manz, Charles C., 2014. "The leadership disease...and its potential cures," Business Horizons, Elsevier, vol. 57(2), pages 215-224.
    • Handle: RePEc:eee:bushor:v:57:y:2014:i:2:p:215-224
    DOI: 10.1016/j.bushor.2013.11.005
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    References listed on IDEAS

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    1. Craig Pearce & Charles Manz, 2011. "Leadership Centrality and Corporate Social Ir-Responsibility (CSIR): The Potential Ameliorating Effects of Self and Shared Leadership on CSIR," Journal of Business Ethics, Springer, vol. 102(4), pages 563-579, September.
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    Cited by:

    1. Oto Potluka & Judit Kalman & Ida Musiałkowska & Piotr Idczak, 2017. "Non-profit leadership at local level: Reflections from Central and Eastern Europe," Local Economy, London South Bank University, vol. 32(4), pages 297-315, June.
    2. Jiang, Xueting & Xu, Sen & Houghton, Jeffery D. & Kulich, Steve J., 2021. "Leader self-development: Why do people develop themselves as leaders?," Business Horizons, Elsevier, vol. 64(2), pages 239-248.
    3. Anita Mendiratta & Shveta Singh & Surendra Singh Yadav & Arvind Mahajan, 2023. "Bibliometric and Topic Modeling Analysis of Corporate Social Irresponsibility," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 24(3), pages 319-339, September.
    4. Plachy, Roger J. & Smunt, Timothy L., 2022. "Rethinking managership, leadership, followership, and partnership," Business Horizons, Elsevier, vol. 65(4), pages 401-411.
    5. María Iborra & Marta Riera, 2023. "Corporate social irresponsibility: What we know and what we need to know," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(3), pages 1421-1439, May.

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