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Beyond the Daily Catch: Desired Leader Profile in Iceland

  • Inga Minelgaite
  • Svala Guðmundsdóttir
  • Árelía E. Guðmundsdóttir
  • Olga Stangej
Chapter
Part of the Contributions to Management Science book series (MANAGEMENT SC.)

Abstract

Scholars and practitioners univocally agree that leadership affects performance and the effectiveness of organizational outcomes (Uhl-Bien et al., Leadersh Q 25(1):83–104, 2014). Interestingly, it was the context of Iceland that emerged in one of the seminal studies confirming the direct relationship between leadership and performance. Through a 3-year analysis of fishing industry and ship performance in particular, Thorlindsson revealed that leadership attributes of different captains could account for 35–49% of the variation in performance (i.e., the catch in this particular case). However, up-to-date discussion on leadership performance has extended beyond the daily catch, and today there is a general consensus that leadership effectiveness depends on the leader’s identity and the extent of the schemes and prototypes that he or she holds matches those of his or her followers. The following chapter is an attempt to formulate the desired leader profiles in Iceland.

Keywords

Desired leader profile Leadership Follower-centric leadership Iceland 

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Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  • Inga Minelgaite
    • 1
  • Svala Guðmundsdóttir
    • 1
  • Árelía E. Guðmundsdóttir
    • 1
  • Olga Stangej
    • 2
  1. 1.University of IcelandReykjavikIceland
  2. 2.Institute of Quality Management and Business Administration (IQB-FHS)FHS St. Gallen, University of Applied SciencesSt. GallenSwitzerland

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