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Leader Relations Model: An Alternative Approach to the Traditional Process of Leadership

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  • Jose Mathews

Abstract

The influence process in the leader-member exchange is inextricably linked to structural patterns of conventional forms and relational processes. This paper examines the implications of leader effectiveness in the changed organizational structures. The relational processes cannot be accomplished in the conventional patterns, which mean that structural configuration exercises a major impact on effectiveness. The Leader Relational Model suggested examines the increased output relations in the context of emerging new structures. The Relational Mode, the major derivative of the Head-Heart-Intuition ensemble, is embedded in the Transformative, Empowered and Futuristic Modes of active and inactive influences. Emotional Intelligence as an inter-personal and an intra- personal construct gets reflected in the influence processes

Suggested Citation

  • Jose Mathews, 2006. "Leader Relations Model: An Alternative Approach to the Traditional Process of Leadership," Vision, , vol. 10(4), pages 37-48, October.
    • Handle: RePEc:sae:vision:v:10:y:2006:i:4:p:37-48
    DOI: 10.1177/097226290601000403
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    References listed on IDEAS

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    1. Damian Grimshaw & Kevin G. Ward & Jill Rubery & Huw Beynon, 2001. "Organisations and the Transformation of the Internal Labour Market," Work, Employment & Society, British Sociological Association, vol. 15(1), pages 25-54, March.
    2. Alvesson, Mats & Sveningsson, Stefan, 2003. "Managers Doing Leadership: The extra-ordinarization of the mundane," Working Paper Series 2003/5, Lund University, Institute of Economic Research.
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