A Model for Positive Leadership in Argentinean Firms

Abstract

For two hundred years, Argentina has been entrapped in a vicious cycle of economic collapse and recovery that prevented Argentinean firms from achieving sustainable growth. To understand this vicious cycle in more detail, this chapter unpacks the peculiarities of Argentinean leadership, describing its toxic nature. As main thesis, the author elaborates on how the corporate Machiavellianism of certain key actors in the Argentine economic and political context facilitated the emergence of pseudo-authentic and pseudo-transformational leaders and their colluding followers. As antithesis, the author proposes a model of positive leadership, tailored to the Argentinean context. The model uses identification as a key mechanism that binds authentic leadership, organisational identity, and broader organisational constructs such as climate, culture, and justice, into three spheres of virtue.