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Value‐Centred Leadership ™ —applying transforming leadership to produce strategic behaviour in depth: Part 1
Author(s) -
Nicholls John
Publication year - 1999
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199909/10)8:6<311::aid-jsc460>3.0.co;2-p
Subject(s) - shareholder value , strategic leadership , value (mathematics) , context (archaeology) , management , shared leadership , servant leadership , business , transactional leadership , public relations , shareholder , sociology , marketing , political science , economics , computer science , corporate governance , paleontology , machine learning , biology
The article discusses three types of leadership: inspirational, strategic and supervisory. A new model is presented which combines these three types in different ways, described as managerial, transforming and value centred. Value centred leadership is described in the context of shareholder and customer value. The article argues that all managers have leadership responsibilities. Copyright © 1999 John Wiley & Sons, Ltd.