Dialectical conditions: leadership structures as productives action generators

Albert Martin

Dialectical conditions: leadership structures as productives action generators

Research output: Journal contributions › Journal articles › Research › peer-review

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Dialectical conditions : leadership structures as productives action generators. / Martin, Albert.

In: Management Revue, Vol. 17, No. 4, 2006, p. 420-447.

Research output: Journal contributions › Journal articles › Research › peer-review

Bibtex

@article{c2a1ca26ceb24c8dabb5a2ec985f9912,

title = "Dialectical conditions: leadership structures as productives action generators",

abstract = "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.",

keywords = "Management studies",

author = "Albert Martin",

year = "2006",

language = "English",

volume = "17",

pages = "420--447",

journal = "Management Revue",

issn = "0935-9915",

publisher = "Rainer Hampp Verlag",

number = "4",

}

RIS

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 -

Social reciprocity as a critical success factor for small and mid-size enterprises: Work relationships as reflections of social exchange structures

Jochims, T., 2016, In: Management Revue. 27, 3, p. 188-207 20 p.

Research output: Journal contributions › Journal articles › Research › peer-review