• Summary
  • Contents
  • Subject index

"Barry and Hansen have gathered an impressive array of contributors to speculate where the management and organization field might be headed. The Handbook offers refreshing and proactive insights that confront our assumptions about organizations and challenge us to expand our thinking and inquiry. It it must reading for anyone who seeks to understand how we look at, live in, and act on organizations."—Thomas G. Cummings, Marshall School of Business, University of Southern CaliforniaTen years ago critical theory and postmodernism were considered new and emerging theories in Business and Management. What will be the next new important theories to shape the field? In one edited volume, David Barry and Hans Hansen have commissioned new chapters that will allow readers to stay one step ahead of the latest thinking. Contributors draw on research and practice to introduce ideas that are considered 'fringe' and controversial today, but may be key theoretical contributions tomorrow. Each chapter sets these ideas in their historical context, lays out the key theoretical positions taken by each new approach and makes it clear why these approaches are different to more mainstream concepts. Throughout contributors refer to existing studies that show how these developing themes will change the Business and Management arena.Researchers, teachers and advanced students who are interested in the future of Business and Management scholarship will want to read this Handbook.

Chapter 14: Can a Leader be ‘true to the Self’ and Socially Skilled?: The Paradox of Leader Authenticity and Behavioral Flexibility

Can a Leader be ‘true to the Self’ and Socially Skilled?: The Paradox of Leader Authenticity and Behavioral Flexibility
Can a leader be ‘true to the self’ and socially skilled?: The paradox of leader authenticity and behavioral flexibility

Keys to effective leadership include sensitivity to followers' needs and values and an ability to align followers' interests with the interests of the collective. Given these requirements for effective leadership, one would expect skilled leaders to be adept at ascertaining contextual demands and adjusting their self-presentations to meet – or at least appear to meet – follower expectations. Indeed, there is ample conceptual and empirical evidence that leaders who are high self-monitors, behaviorally flexible, emotionally intelligent, and socially and politically skilled are highly successful in rallying followers to ...

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