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Leadership discretion: a developmental experience

By Nada K Kakabadse, Linda Lee-Davies and Andrew P Kakabadse

Abstract

By setting out to highlight the potential conflicts linked to the decision choices of the pressurized leader, this paper stokes a passionate argument about the components of leadership discretion. With a deliberate attempt to question all influencing aspects on the decision itself and contextualization of where that decision sits between corporate and personal interest, it clearly magnifies a number of governance issues for future consideration. A focused study of CEOs provides firm qualitative underpinning for discussion. Honest comment is collected regarding the effect that personal influence can have, not just on the discretion application, but on its ultimate manifestation. The wide-ranging opinion stresses the many levels of prior consideration necessary for most effective outcomes. A self-help message is left in legacy. As each leadership discretion situation is unique and no blanket answer possible for ensuring absolute success, self-audit is encouraged so each individual works through their actual motivations with a democratic approach even where delivery must be, by necessity, more autocratic. Copyright © 2009 John Wiley & Sons, Ltd

Topics: HD57.7, HD38.2
Publisher: John Wiley & Sons
Year: 2009
DOI identifier: 10.1002/jsc.842
OAI identifier: oai:nectar.northampton.ac.uk:2281
Provided by: NECTAR
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