Revista Universidad y Empresa

ISSN-e: 2145-4558

ISSN: 0124-4639 

Liderazgo: ¿Un concepto complejo esperando una explicación?

Tom Cockburn, Peter A. C. Smith

Texto completo:

PDF
Enviar este artículo (Es necesario iniciar sesión)
Escanee aquí para descargar

Resumen


Los líderes tienen la tarea de diseñar las estrategias futuras y permanecer comprometidos con la ejecución de las estrategias actuales, al mismo tiempo que van marcando hitos con los obstáculos y pasadizos con lo que se encuentran mientras atraviesan, emprendedoramente, un territorio que cambia y evoluciona rápidamente. En una época en la que hay una crisis de credibilidad de liderazgo en el mundo, manejar los negocios como de costumbre ha dejado de ser una opción que permita a las organizaciones lograr perdurabilidad y sobrevivencia en el largo plazo. El enfoque de liderazgo para enfrentar complejidad que aquí se presenta, se fundamenta en aprendizaje para obtener resultados por medio de la experimentación, la observación y la reflexión; lo que se ilustra con un estudio de caso que muestra la aplicabilidad de este enfoque. En primer lugar este artículo proporciona una visión breve de conceptos y debate claves que alteran las fronteras del liderazgo, de la responsabilidad pública y de las oportunidades. Luego presenta un resumen de algunos de los tópicos y asuntos claves que los líderes del futuro deberán enfrentar

Palabras clave


Liderazgo, redes de aprendizaje, aprendizaje organizacional, gestión del conocimiento.

Referencias


Andersen, J. A. & Hansson, P. H. (2011). “At the end of the road? On differences between women and men in leadership behaviour”. In: Leadership and Organization Development Journal, 32, 5: 428-441.

Aragon-Correa, J. A., Garcia-Morales, V. J., & Cordon-Pozo, E. (2007), “Leadership and organizational learning’s role on innovation and performance: Lessons from Spain”. In Industrial Marketing Management, 36, 3: 349-359.

Argyris, C. (1991), “Teaching smart people how to learn”. In Harvard Business Review, 4, 2: 4-15.

Avolio, B. J., Jung, D., Murry, W., & Sivasubra- maniam, N. (1996), “Building highly developed teams: Focusing on shared leadership process, efficacy, trust, and performance”. In Beyerlein, D. A., Johnson, D. A., & Beyerlein, S. T. (Eds.), Advances in interdisciplinary studies of work teams, Greenwich, CT: JAI Press, 173-209.

Beer, M., & Nohria, N. (2000), “Cracking the code of change”. In Harvard Business Review, 78, 3: 133- 141.

Belbin, R. M. (2011). The Coming Shape of Organization, London: Routledge.

Bennis, W. (2003). On becoming a leader. Cambridge, MA: Perseus.

Bennis, W. & Goldsmith, J. (2003). Learning to lead: A workbook on becoming a leader. New York, NY: Perseus Books.

Birasnav, M., Rangnekar, S. & Dalpati, A. (2011), “Transformational leadership and hu- man capital benefits: The role of knowledge management”. In Leadership and Organization Development Journal, 32, 2: 106-126.

Brown, P. B. (2011), The surprise factor. The Conference Board Review. Retrieved October 11, 2011 at: http://www.tcbreview. com/ summer _2011.aspx CDLMGB (2012). Retrieved May 18, 2013 at: http://www.tlainc.com/ CDLMGB.html

Cheung, M. F. Y., & Wong, C. S. (2011), “Transformational leadership, leader support, and employee creativity”. In Leadership and Organization Development Journal, 32, 7: 656-672.

Ciampa, D. (2005), “Almost ready: How leaders move up”. In Harvard Business Review, 46-53. Retrieved February 3, 2012, from http: //hbr.org/2005/01/almostready-how-leaders- move-up/ar/1

Coakes, E., Smith, P.A.C., Alwis, D., (2011). “Sustainable Innovation and Right to Market”. In Information Systems Management, 28, 1: 30-42.

Cockburn, T. (2007), “Emotionally sustainable business and communities of commitment. In Social Responsibility, 3, 4: 61-73.

Collins, J. (2001). Good to great. New York, NY: Harper Business.

Cooke-Davies, T. (2001). “The real project success factors”. In International Journal of Project Management, 20, 3: 185-190.

De Jong, J.P.J., Den Hartog, D.N. (2007), “How leaders influence employees’ innovative behaviour”. In European Journal of Innovation Management, 10, 1: 41-64.

Drucker, P. (2001). The essential Drucker: The best of sixty years of Peter Drucker’s essential writings on management. New York, NY: Harper Collins

DueBilling, Y., & Alvesson, M.(2000), “Question- ing the notion of feminine leadership: A critical perspective on the gender labelling of leadership”. In Gender, Work and Organization, 7, 3: 144-157.

Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. L. (2003a), “Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men”. In Psychological Bulletin, 124,4: 591-596.

Eagly, A. H., Johannesen-Schmidt, M. C. & van Engen, M. L. (2003b), “Transformational, transactional and laissez-faire leadership styles: A meta-analysis comparing women and men”. In Psychological Bulletin, 129, 4: 569-591.

Espinosa, A., & Porter, T. (2011), “Sustainability, complexity and learning: Insights from complex systems approaches”. In The Learning Organization, 18, 1: 54-72.

Gilson, L. L., & Shalley, C. E. (2004) “A little creativity goes a long way: An examination of teams’ engagement in creative processes”. In Journal of Management, 30: 453-470.

Goldsmith, M. (2010) Empowering Your Employees to Empower Themselves, Harvard Business Review. Retrieved 10 May 2013 from http://blogs.hbr.org/golds mith/2010/04/empowering_ your_employees_to_e.html

Govindarajan, V. and Trimble, C. (2010) The other side of innovation: Solving the execution challenge. Boston: Harvard Business Review Press.

Gray, K., Frieder, L., & Clark, G. (2005). Corpo- rate scandals: The many faces of greed. St Paul, MN: Paragon House.

Green, D.D., & McCann, J. (2011), “Benchmarking a leadership model for the green economy”. In Benchmarking: An International Journal, 18, 3: 445-465.

Hamilton, S. & Micklethwait, A. (2006). Greed and corporate failure: The lessons from recent disasters. Basingstoke, UK: Palgrave Macmillan.

Hannan, M. T. & Freeman, J.T. (1977). “The Population Ecology of Organizations”. In American Journal of Sociology , 82: 929-964.

Higgs, M. J. (2003). “How can we make sense of leadership in the 21st century?” In Leadership and Organization Development Journal, 24, 5: 273-284.

Higgs, M. J. (2009). “The good, the bad and the ugly: Leadership and narcissism”. In Journal of Change Management, 9,2: 165-178.

Hirsch, P.M. & Levin, D.Z. (1999), “Umbrella Advocates Versus Validity Police: A Life-Cycle Model”. In Organization Science, 10, 2, 199-212.

Hitt, M.A., Black, J.S. and Porter L.W. (2012), Management, 3rd edition, New Jersey: Pearson.

Hogan, R., & Hogan, J. (2001), “Assessing lead- ership: A view from the dark side”. In International Journal of Assessment and Selection, 9, 40–51.

Hogan, R., & Kaiser, R. (2005), “What we know about leadership”. In Review of General Psychology, 9, 2: 169–180.

Jogulu, U. (2011). “Leadership that promotes organizational learning: Both sides of the coin”. In Development and Learning in Organizations, 25, 4: 11-14.

Kaufman, B. (2011). “Leadership strategies: Build your sphere of influence”. Business Strategy Series, 12, 6: 315-320.

Kellerman, B. (2004). Bad leadership. Boston, MA: Harvard Business School Press.

Kotter, J. P. (1996) Leading Change. Boston: Harvard Business School Press.

KPMG-a, (2005) Earning Respect, Consumer Currents, issue 1, p16, last accessed on 7-6-07 at: http:// www. kpmg. co.uk/ pubs/Consumer%20 Currents%20 issue%20 01.pdf

Krohe, J. (2011). “How much do you know? Too much and not enough”. In The Conference Board Review. Retrieved November 10, 2011 from http:// tcbreview.com/ summer-2011/ how-much-do-you-know. html?showall=1&limitstart=

Kuwada, K. (1998), “Strategic Learning: The Continuous Side of Discontinuous Strategic Change”. In Organization Science, 9, 6: 719-736.

La Rotta, A. P., & Herrera, L. C. (2011), “Integral business transformation: A global case study” In Industrial and Commercial Training, 43,2: 75–78.

Lipman-Blumen, J. (2005). The allure of toxic leaders. London, UK: Wiley.

Lovelock, J. (2006). The revenge of Gaia: Why the earth is fighting back – and how we can still save humanity. Santa Barbara, CA: Allen Lane.

LMA. (2011). Leadership, employment and direction (L.E.A.D.) second quarter survey, (June/ Julya). Ledership Management Australasia.

Lucier, C., Wheeler, S and Habbel, R (2007). “The Era of the Inclusive Leader”. In Strategy + Business magazine, 47, retrieved August 17 from http://www.strategy-business. com/ press/ article/ 07205?pg=0

March, J G. & Simon, H. A. (1958). Organizations New York: Wiley Marquardt, M. J. (2000), “Action learning and leadership”. In The Learning Organization, 7, 5: 233- 241.

McIntosh, G. L., & Rima, S. D. (2007). Overcom- ing the dark side of leadership: How to become an effective leader by confronting potential failures. Grand Rapids, MI: Baker Books.

Meyer, A. D. 1991, “What is strategy’s distinctive competence?” In J. Management, 17, 821–833.

Mitleton-Kelly, E. (2011), “A complexity theory approach to sustainability: A longitudinal study in two London NHS hospitals”. In The Learning Organization, 18,1: 45-53.

Newhall, S. (2011). “Preparing our leaders for the future”. In Strategic HR Review, 11, 1: 5-12. Ng, L. C. (2011). “Best management practices”. In Journal of Management Development, 30, 1: 93-105.

Orlikowski,W.J., Yates, J., Okamura, K., & Fujimoto, M. (1995), “Shaping Electronic Communication: The Metastructuring of Technology in Use”, In Organization Science, 6, 4: 423-444.

Oshagbemi, T., & Gill, R. (2003). “Gender differences and similarities in the leadership styles and behavior of UK managers”. In Women in Management Review, 18, 6, 288-298.

Pretorius, M., & le Roux, I. (2011). “A reality check for corporate leaders: When managers don’t respect their bosses”. In Strategy and Leadership, 40, 1: 40-44.

Rousseau, D. M. (1995, Psychological contracts in organizations: Understanding written and un written agreements. Thousand Oaks, CA: Sage.

Santora, J. C., Sarros, J. C., & Esposito, M. (2011), “Old founders never die, they just fade away: Or do they?”. In Development and Learning in Organizations, 26, 1: 8-10.

Simpson, R., Ross-Smith, A. & Lewis, P. (2010). “Merit, special contribution and choice: How women negotiate between sameness and difference in their organizational lives”. In Gender in Management: An International Journal, 25, 3: 198–207.

Smith, P. A. C. (2000). Developing the “adult” leader. White Paper: The Leadership Alliance Inc. Retrieved July 5, 2012 at: http://www. tlainc.com/ ldrwhpap.htm

Smith, P.A.C. & Cockburn, T. (2013). Dynamic Leadership Models for Global Business; Enhancing Digitally Connected Environments, Hershey, PA: IGI Global.

Spicker, P. (2012). “Leadership: A perniciously vague concept”. In International Journal of Public Sector Management, 25, 1: 34-47.

Temkin, T. (2009), “Letting a nonprofit’s founder go”. In Philanthropy Journal. Retrieved February 3, 2012, from http://www. philanthropyjournal. org/resources/managementleadership/ letting-nonprofit%E2%80%99sfounder-go

Templer, A., Armstrong-Stassen, M., & Cat- taneo, J. (2010), “Antecedents of older workers’ motives for continuing to work”. In Career Development International, 15, 5: 479-500.

Terwiesch, C. and Ulrich, K. T. (2009) Innovation Tournaments: Creating and selecting exceptional opportunities. Boston: Harvard Business School Press.

Thomsett, R. (2002). Radical project management. Upper Saddle River, NJ: Prentice Hall.

Tourrish, D., & Vatcha, N. (2005). “Charismatic leadership and corporate cultism at Enron: The elimination of dissent, the promotion of confor- mity and organizational collapse”. In Leadership, 1, 455–480.

Tuomo, T. (2006). “How to be an effective charis- matic leader: Lessons for leadership development”. In Development and Learning in Organizations, 20, 4: 19-21.

Vecchio, R. P. (2002). “Leadership and gender advantage”. In The Leadership Quarterly, 13, 6: 643- 671.

Vollhardt, C. (2005), “Pfizer’s prescription for the risky business of executive transitions”. In Journal of Organizational Excellence, 25, 1: 3-15.

Von Stamm, B. (2008), Managing Innovation, Design and Creativity. 2nd ed. Chichester: John Wiley & Sons Ltd.

Walton, M. (2011). “Leadership behavior-in- context: An antidote to leadership hype”. In Industrial and Commercial Training, 43, 7: 415–421.

Yates, J. and Orlikowski, W. J. (1992), “Genres of Organizational Communication: A Structurational Approach to Studying Communication and Media,” In The Academy of Management Review, 17, 2: 299-326.

Yates, J., Orlikowski, W.J. & Okamura, K. (1999). “Explicit and Implicit Structuring of Genres in Electronic Communication: Reinforcement and Change of Social Interaction”. In Organization Science 10,2: 83-103

Zenger, J. & Folkman, J. (2013 ), I’m the Boss! Why Should I Care If You Like Me? Harvard Business Review. Retrieved May 14 2013 from http://www.bloomberg. com/news/2013-05-02/i-m-theboss-why-should-i-care-if-youlike-me-.html


El archivo PDF seleccionado se debe cargar aquí si su navegador tiene instalado un módulo de lectura de PDF (por ejemplo, una versión reciente de Adobe Acrobat Reader).

Si desea más información sobre cómo imprimir, guardar y trabajar con PDFs, Highwire Press le proporciona una guía útil de Preguntas frecuentes sobre PDFs.

Por otro lado, puede descargar el PDF directamente a su ordenador donde podrá abrirlo con un lector de PDF. Para descargar el PDF, haga clic en el enlace anterior.


Métricas