Abstract
The concept of the organisation needs to be clarified in exploring approaches to university organisational leadership, how it is formed and the strategic issue of challenge recognition that leadership typically needs to address. This chapter examines the relationships of organisational level leadership and processes that occur within the organisation, and the relationship of leadership and outside influences and broad external environment. Universities can differ in their organisational and environmental cultures and sub-cultures, traditions, enacting legislative frameworks, leader personality and impact differences of leadership on the individual organisations and on the environment.
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Notes
There are many works explaining trait models and certain chapters in introductory textbooks on management and leadership cover this model briefly. For an overall summary, see, Kirkpatrick, S. A. and Locke, E. A. ‘Leadership: Do traits matter?’, Academy of Management Review, 5 (2), (1991), pp. 48–60;
and Bass, B. M. Bass and Stogdill’s Handbook of Leadership. 3rd edn (Glencoe: The Free Press, 1990), Chapters 4 and 5. Also see Chemers et al. (2000); Gordon (1951); Palmer (1974); and Rowland & Scott (1968).
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© 2011 Michael O’Mullane
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O’Mullane, M. (2011). The University as ‘Organisation’ in the Context of Leadership. In: University Leadership. Palgrave Macmillan, London. https://doi.org/10.1057/9780230346567_2
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DOI: https://doi.org/10.1057/9780230346567_2
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-33948-8
Online ISBN: 978-0-230-34656-7
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