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Shared leadership in the implementation of re‐orientations

Robert Waldersee (Australian Centre in Strategic Management, Queensland University of Technology, Brisbane, Queensland, Australia)
Geoff Eagleson (Australian Graduate School of Management, University of New South Wales, Sydney, New South Wales, Australia)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 November 2002



Based on the experience of a hotel corporation, it is argued that the implementation of a re‐orientation is more likely to be successful if its leadership is shared between a task‐oriented and a relations‐oriented leader. The paper builds on the work of Nadler and Tushman who, for re‐orientations, prescribed shared charismatic and instrumental leadership at the top as well as throughout an organization. However, a little bit of charisma can go a long way. In the implementation phase the critical roles to share are those of task and relations, close to where the change is taking place. The implications for research and for management are noted.



Waldersee, R. and Eagleson, G. (2002), "Shared leadership in the implementation of re‐orientations", Leadership & Organization Development Journal, Vol. 23 No. 7, pp. 400-407.




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