Dialectical conditions: leadership structures as productives action generators
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In: Management Revue, Vol. 17, No. 4, 2006, p. 420-447.
Research output: Journal contributions › Journal articles › Research › peer-review
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TY - JOUR
T1 - Dialectical conditions
T2 - leadership structures as productives action generators
AU - Martin, Albert
PY - 2006
Y1 - 2006
N2 - This article introduces a model of productive leadership structures. It is based on the idea that structures should stimulate dialectical processes which activate functional and simultaneously restrict dysfunctional behavioural tendencies of the management team. The structural dialectics are part of a more comprehensive concept called "tensegrity", which, besides the dialectic part, embraces the socio-political conditions in the leadership system which enable dialectic structures to unfold their positive energy. In the second part of the article I present the results of an empirical study conceived to test some basic hypotheses of the theoretical approach.
AB - This article introduces a model of productive leadership structures. It is based on the idea that structures should stimulate dialectical processes which activate functional and simultaneously restrict dysfunctional behavioural tendencies of the management team. The structural dialectics are part of a more comprehensive concept called "tensegrity", which, besides the dialectic part, embraces the socio-political conditions in the leadership system which enable dialectic structures to unfold their positive energy. In the second part of the article I present the results of an empirical study conceived to test some basic hypotheses of the theoretical approach.
KW - Management studies
M3 - Journal articles
VL - 17
SP - 420
EP - 447
JO - Management Revue
JF - Management Revue
SN - 0935-9915
IS - 4
ER -