Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/26382 
Kompletter Metadatensatz
Erscheint in der Sammlung:
DublinCore-FeldWertSprache
dc.contributor.authorMajumdar, Sumonen
dc.contributor.authorMukand, Sharunen
dc.date.accessioned2008-07-21-
dc.date.accessioned2009-07-28T08:31:12Z-
dc.date.available2009-07-28T08:31:12Z-
dc.date.issued2008-
dc.identifier.urihttp://hdl.handle.net/10419/26382-
dc.description.abstractIndividual leaders have been central to the transformation of political institutions, organizations and many instances of social and economic reform. Why are some leaders able to take advantage of opportunities to successfully catalyze large-scale change while others fail? In this paper we argue that the key to understanding a leader's effectiveness lies in dissecting the symbiotic nature of the leader-follower relationship. While the expected dynamism of a leader attracts followers, at the same time, followers empower the leader and contribute to his dynamism. This two-way leader-follower interaction can endogenously give rise to threshold effects: small differences in leader ability can have a large impact on the degree of effective leadership and dramatically alter the prospects for change. The framework also naturally allows us to explore when individuals may deliberately prefer to follow an ambitious leader with very different preferences rather than a leader with more congruent preferences. Moreover, by empowering the self-interested ambitious leader, such followership may make him a more effective agent of (both good and bad) change.en
dc.language.isoengen
dc.publisher|aCenter for Economic Studies and ifo Institute (CESifo) |cMunichen
dc.relation.ispartofseries|aCESifo Working Paper |x2337en
dc.subject.jelD72en
dc.subject.ddc330en
dc.subject.stwFührungskräfteen
dc.subject.stwFührungspersönlichkeiten
dc.subject.stwChange Managementen
dc.subject.stwOrganisatorischer Wandelen
dc.subject.stwInstitutioneller Wandelen
dc.subject.stwTheorieen
dc.titleThe leader as catalyst: on leadership and the mechanics of institutional change-
dc.typeWorking Paperen
dc.identifier.ppn572200455en
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen

Datei(en):
Datei
Größe
451.52 kB





Publikationen in EconStor sind urheberrechtlich geschützt.