cqu_769+DS3+DS3.3.pdf (171.12 kB)
Download file

The co-leadership of transformational leadership : a discource analysis

Download (171.12 kB)
conference contribution
posted on 06.12.2017, 00:00 by B Jackson, D Pfeifer, B Vine
This paper brings the co-leadership and transformational leadership theories together. Co-leadership is described as two (or more) leaders in vertically contiguous positions who share the responsibilities of leadership (Heenan & Bennis, 1999). Here we conduct a small preliminary analysis to explore this phenomenon, focusing on four leaders in one New Zealand company who are regarded by other members of their organisation as transformational. With the use of discourse analysis, we explore an interaction with their followers guided by Berson and Avolio’s (2004) analysis of the communication behaviour associated with transformational leadership - careful listener, careful transmitter, and open communicator.

Funding

Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)

History

Editor

Kennedy J; Di Milia V

Parent Title

Proceedings of the 20th ANZAM Conference [electronic resource] : Management : pragmatism, philosophy, priorities

Start Page

1

End Page

22

Number of Pages

22

Start Date

01/01/2006

ISBN-10

1921047348

Location

Yeppoon, Qld.

Publisher

Australian and New Zealand Academy of Management

Place of Publication

Lindfield, NSW

Peer Reviewed

Yes

Open Access

No

External Author Affiliations

Auckland University Business School; International conference; Victoria University of Wellington;

Era Eligible

No

Name of Conference

Australian and New Zealand Academy of Management. International conference