Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

A response to Kreiger and Zhovtobryukh

A response to Kreiger and Zhovtobryukh Purpose – The purpose of this paper is to provide a brief response to Mark Kriger, Yuriy Zhovtobryukh, (2013) “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of Strategy and Management , Vol. 6 No. 4, pp. 411‐432. Design/methodology/approach – This paper provides a response to a previously published paper “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of Strategy and Management, Vol. 6 No. 4, pp. 411‐432 and illustrates the implications for leadership evolution in North American health organizations. Findings – In Mark Kriger, Yuriy Zhovtobryukh, (2013) “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of Strategy and Management, Vol. 6 No. 4, pp. 411‐432 the authors provide a theoretical model of contemporary leadership suggesting an evolution from “Single Actor Leadership” toward “Dynamic Leadership Networks.” This response to the paper illustrates how their conceptualization serves as a rich observational prism for understanding leadership evolution within North American healthcare organizations.Summative echoes are also observed in an international survey of leaders reported by the IBM foundation. These deductive and illustrative observations reinforce the salience of Kreiger and Zhovtobryukh model's as a timely conceptual lens for scholarly efforts seeking to explore contemporary leadership. Originality/value – Highlights how the aforementioned paper provides a conceptual lens through which to explore contemporary leadership in a scholarly context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Strategy and Management Emerald Publishing

A response to Kreiger and Zhovtobryukh

Andre L. Delbecq
Journal of Strategy and Management , Volume 7 (2): 3 – May 13, 2014
Download PDF
3 pages

Loading next page...
 
/lp/emerald-publishing/a-response-to-kreiger-and-zhovtobryukh-SqSzK0Ve6s
Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1755-425X
DOI
10.1108/JSMA-03-2014-0020
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to provide a brief response to Mark Kriger, Yuriy Zhovtobryukh, (2013) “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of Strategy and Management , Vol. 6 No. 4, pp. 411‐432. Design/methodology/approach – This paper provides a response to a previously published paper “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of Strategy and Management, Vol. 6 No. 4, pp. 411‐432 and illustrates the implications for leadership evolution in North American health organizations. Findings – In Mark Kriger, Yuriy Zhovtobryukh, (2013) “Rethinking strategic leadership: stars, clans, teams and networks”, Journal of Strategy and Management, Vol. 6 No. 4, pp. 411‐432 the authors provide a theoretical model of contemporary leadership suggesting an evolution from “Single Actor Leadership” toward “Dynamic Leadership Networks.” This response to the paper illustrates how their conceptualization serves as a rich observational prism for understanding leadership evolution within North American healthcare organizations.Summative echoes are also observed in an international survey of leaders reported by the IBM foundation. These deductive and illustrative observations reinforce the salience of Kreiger and Zhovtobryukh model's as a timely conceptual lens for scholarly efforts seeking to explore contemporary leadership. Originality/value – Highlights how the aforementioned paper provides a conceptual lens through which to explore contemporary leadership in a scholarly context.

Journal

Journal of Strategy and Management – Emerald Publishing

Published: May 13, 2014

Keywords: Leadership; Strategy; Networks; Organization theory

References

  • Capitalizing On Complexity: Insights from the Global Chief Executive Officer Study
    IBM Corporation
  • Troubled waters: remaining a beacon amid change
    Nygren, D.J.
  • The strategy that will fix healthcare
    Porter, M.
  • The flattening of the firm
    Rajan, R.G.; Wulf, J.