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We the Leaders: In Order to Form a Leaderful Organization

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  • Raelin, Joseph A.

Abstract

This article endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front. " It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders need to co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.

Suggested Citation

  • Raelin, Joseph A., 2005. "We the Leaders: In Order to Form a Leaderful Organization," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 12(2), pages 18-30.
  • Handle: RePEc:zbw:espost:268495
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    File URL: https://www.econstor.eu/bitstream/10419/268495/1/We%20the%20Leaders%20ms..pdf
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    References listed on IDEAS

    as
    1. Marguerite Schneider, 2002. "A Stakeholder Model of Organizational Leadership," Organization Science, INFORMS, vol. 13(2), pages 209-220, April.
    2. Kets De Vries, Manfred, 1996. "Leaders who make a difference," European Management Journal, Elsevier, vol. 14(5), pages 486-493, October.
    3. Raelin, Joseph A., 2001. "Public Reflection as the Basis of Learning," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 32(1), pages 11-30.
    4. Maxine Robertson & Jacky Swan, 2003. "‘Control – What Control?’ Culture and Ambiguity Within a Knowledge Intensive Firm," Journal of Management Studies, Wiley Blackwell, vol. 40(4), pages 831-858, June.
    Full references (including those not matched with items on IDEAS)

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    Cited by:

    1. Raelin, Joseph A., 2011. "The End of Managerial Control?," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 36(2), pages 135-160.

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    More about this item

    Keywords

    Leadership; Leadership development; Collaboration; Shared leadership; Self-managing teams; Employee development; Empowerment; Stewardship;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M53 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Training
    • O15 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration
    • J28 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Safety; Job Satisfaction; Related Public Policy

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