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An upper echelons view of “Good to Great”: Principles for behavioral integration in the top management team
Author(s) -
Evans Randy W.,
Butler Frank C.
Publication year - 2011
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.20224
Subject(s) - reciprocal , expansive , upper echelons , constructive , action (physics) , psychology , key (lock) , public relations , sociology , knowledge management , political science , social psychology , process (computing) , computer science , philosophy , linguistics , materials science , compressive strength , physics , computer security , team composition , quantum mechanics , composite material , operating system
We examined the best‐selling management book Good to Great (GTG) through the lens of upper echelons theory. In doing so, it is demonstrated that the often cited practitioner/academic divide is not necessarily so expansive as frequently perceived. We utilized upper echelons theory and more specifically, the associated metaconstruct of behavioral integration, to identify principles from GTG that are consistent with the theoretically rooted processes of collective action. Through this theoretical lens, three key principles emerged from GTG for building a successful organization: organizationally focused leadership, a disciplined culture, and the right people. Implications for practice are discussed, including the reciprocal relationship among these principles. We conclude by appealing for more constructive dialogue between academics and practitioners of management.