Change in the leadership of an organization comes from the edges of an organization in which organizational players are engaged in a struggle with uninspired core leaders. Revolutionary transformations and inspired leadership occur at precise times and places within an organization. This article explores the communication strategies employed by uninspired leaders in attempts to maintain control of the organizational core and suggests that uninspired leadership is the normative state for organizational core leadership. The author, through an extensive first person narrative, explored a lifetime of experiences within academic administration and offers ten life lessons that led to the development of the model of uninspired leadership as well as the components and rationale for that model.
Leipzig, J.S. (2004), "Modelling the communication dynamics of uninspired leadership", Corporate Communications: An International Journal, Vol. 9 No. 2, pp. 128-135. https://doi.org/10.1108/13563280410534320Download as .RIS
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