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Article
Publication date: 14 August 2018

Afsaneh Nahavandi and Lyn Corbett

The purpose of this paper is to explore the reasons for and consequences of leaders moving from other sectors to the public arena and provide guidelines for successful transitions…

Abstract

Purpose

The purpose of this paper is to explore the reasons for and consequences of leaders moving from other sectors to the public arena and provide guidelines for successful transitions to the public sector.

Design/methodology/approach

The paper relies on a conceptual analysis of leadership theory, critical reasoning and several examples to explore the phenomenon the authors call Leadership Leap (LL).

Findings

The paper explores the context, antecedents, causes and consequences of LL. The leaders’ self-confidence, ego and hubris are often considered to be the reason for leaping to an unfamiliar sector; however, the causes are much more complex. The authors suggest that in addition to the leaders’ personal characteristics, LL is encouraged by a culture of celebrity, excessive focus on the leaders and a longing for heroes. Ignoring or disregarding the context and overestimating the need for revolutionary change further exacerbate LL. The authors consider conditions for success and suggest areas for future research.

Originality/value

We are increasingly witnessing leaders who are successful and considered experts in one sector transition into the public sector. Although some are successful, others face obstacles and fail to live up to expectations. The unique characteristics of public leadership, specifically the collective nature of the sector and the crucial role of context and systems, provide a particular challenge for LL in the sector.

Details

International Journal of Public Leadership, vol. 14 no. 4
Type: Research Article
ISSN: 2056-4929

Keywords

Open Access
Article
Publication date: 15 September 2006

Afsaneh Nahavandi

This paper discusses a model for teaching leadership to first-year students as part of a learning community. It outlines the purpose and structure of the course and presents ideas…

Abstract

This paper discusses a model for teaching leadership to first-year students as part of a learning community. It outlines the purpose and structure of the course and presents ideas for how different disciplines could be combined with leadership in learning communities. Teaching leadership to first-year students as part of a learning community instead of a stand-alone course has two distinct advantages. First, when leadership is taught at the freshman level, the early introduction of the topic allows for the possibility of repetition and reinforcements of the concepts, both of which are essential to learning. Second, by teaching leadership in a learning community, instructors and students are able to apply and integrate the concepts of leadership with other areas, thereby increasing learning and retention.

Details

Journal of Leadership Education, vol. 5 no. 2
Type: Research Article
ISSN: 1552-9045

Article
Publication date: 1 March 1990

Ali R. Malekzadeh and Afsaneh Nahavandi

When Burroughs acquired Sperry a few years ago, market analysts were highly skeptical about the success of the merger. Two organizations with distinctly different cultures…

1145

Abstract

When Burroughs acquired Sperry a few years ago, market analysts were highly skeptical about the success of the merger. Two organizations with distinctly different cultures, organizational practices, and incompatible product lines had to be merged into a cohesive unit.

Details

Journal of Business Strategy, vol. 11 no. 3
Type: Research Article
ISSN: 0275-6668

Article
Publication date: 1 March 1991

Afsaneh Nahavandi, Ali R. Malekzadeh and Philip J. Mizzi

Many recent books on management have focused on the importance of leadership in the success of an organization. One hears more and more about the key role a CEO can play in the…

Abstract

Many recent books on management have focused on the importance of leadership in the success of an organization. One hears more and more about the key role a CEO can play in the implementation of certain strategies.

Details

Journal of Business Strategy, vol. 12 no. 3
Type: Research Article
ISSN: 0275-6668

Article
Publication date: 1 March 1987

Ali R. Malekzadeh and Afsaneh Nahavandi

The last several years have seen a rash of takeovers—hostile and friendly—affecting the basic structure of U.S. corporations. Many of these takeovers have been spearheaded by a…

Abstract

The last several years have seen a rash of takeovers—hostile and friendly—affecting the basic structure of U.S. corporations. Many of these takeovers have been spearheaded by a small group of raiders who, with the help of ingenious financing techniques and willing sources of funds, have threatened the long‐term existence of even the largest corporations in this country.

Details

Journal of Business Strategy, vol. 8 no. 1
Type: Research Article
ISSN: 0275-6668

Abstract

Details

Global and Culturally Diverse Leaders and Leadership
Type: Book
ISBN: 978-1-78743-495-0

Content available
Book part
Publication date: 31 October 2017

Abstract

Details

Global and Culturally Diverse Leaders and Leadership
Type: Book
ISBN: 978-1-78743-495-0

Book part
Publication date: 31 October 2017

Abstract

Details

Global and Culturally Diverse Leaders and Leadership
Type: Book
ISBN: 978-1-78743-495-0

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