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JMD
25,6
522
Received 12 January 2005
Revised 30 June 2005
Accepted 12 July 2005
Sustainable components of
leadership effectiveness in
organizational performance
¨
Goran Svensson
Oslo School of Management, Oslo, Norway, and
Greg Wood
Bowater School of Management and Marketing, Deakin University,
Warrnambool, Australia
Abstract
Purpose – The objective is to describe a selection of sustainability components of leadership
effectiveness in organizational performance.
Design/methodology/approach – The paper is based on a conceptual discussion.
Findings – The paper contributes to descriptive models that address sustainability components of
leadership effectiveness in organizational performance. The study highlights some common views that
exist in the management literature and in prosperous management practice related to the direct impact of
the relationship in organizational performance between leadership and effectiveness. In fact, it also
highlights the critical or sceptical views of leadership effectiveness in organizational performance raised in
the literature.
Research limitations/implications – The paper contends that the actual leadership effectiveness in
organizational performance varies over time and across contexts. At times, the achievement in
organizational performance is the outcome of prosperous and conscious leadership, while it at other times
may be the outcome of poor and deficient leadership. The topic at hand is positioned and limited to the
interface that may describe and explain the connection between these two views. Furthermore, it is limited
to corporate decision making and business behaviour in relation to leadership effectiveness and
organizational performance.
Practical implications – The leadership of an organization need not only to be successful today,
but they also need to be successful...