Adapting Accountability Responses to Leadership Context
This paper attempts to reconcile differences in the literature on how accountability systems are conceptualised and implemented, by examining context. The accountability and leadership literature reflects various bipolar streams of thought – control versus self-control, sanctions versus rewards, and micro- versus macro-accountability. These differences in emphasis can be understood by considering these bipolar dimensions in the context of different leadership cultures. Classical and transactional leadership paradigms tend to be associated with control, sanctioning and micro-accountability, whereas visionary and organic leadership cultures emphasize self-control, rewards and macro-accountability.
||Accountability, Leadership Paradigm, Context
The International Journal of Interdisciplinary Social Sciences, Volume 2, Issue 2, pp.411-420.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 562.878KB).
Macquarie Graduate School of Management, NSW, Australia
Harry Bergsteiner is an adjunct professor at Macquarie Graduate School of Management where he has been researching since 1998. He originally trained as an architect and urban planner before becoming a management scientist. After completing his doctorate on modelling accountability and responsibility processes, he now specialises in modelling other leadership phenomena. He is the developer of the Integrative Leadership® model, and studies global companies in search of sustainable leadership practices.
Professor, Graduate School of Management, Macquarie Graduate School of Management, Sydney, NSW, Australia
At Macquarie Graduate School of Management since 1997, Professor Gayle Avery focuses on leadership and people management. She brings extensive international experience as academic, consultant and entrepreneur in Australia, the US and Europe. Each year, she visits global companies searching for best practice in leadership and sustainable management, where she identifies alternatives to prevailing leadership practices. She has worked in both public and private sectors, and has been involved in designing and executing leadership development programs for middle and senior management in major Australian and international organizations.
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