Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/78918
Authors: 
Martin, Albert
Year of Publication: 
2006
Citation: 
[Journal:] Management Revue [ISSN:] 1861-9916 [Publisher:] Hampp [Place:] Mering [Volume:] 17 [Year:] 2006 [Issue:] 4 [Pages:] 395-419
Abstract: 
This article introduces a model of productive leadership structures. It is based on the idea that structures should stimulate dialectical processes which activate functional and simultaneously restrict dysfunctional behavioural tendencies of the management team. The structural dialectics are part of a more comprehensive concept called 'tensegrity', which, besides the dialectic part, embraces the socio-political conditions in the leadership system which enable dialectic structures to unfold their positive energy. In the second part of the article I present the results of an empirical study conceived to test some basic hypotheses of the theoretical approach.
Subjects: 
decision-making
leadership structures
top management teams
contradictions
dialectics
tensegrity
structuration
Document Type: 
Article

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