Awakened leadership in action: a comparison of three exceptional business leaders

  • Marques J
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Abstract

Purpose - The purpose of this paper is to introduce a meta leadership style, awakened leadership (AL), as the most appropriate tool for leading organizations of every nature in the twenty-first century. Design/methodology/approach - The paper chooses as its subject organizational leadership. The study presents results form verbal interviews carried out on the topic. It also presents: a literature review on existing leadership theories; an explanation and definition of AL; the elements that make up for AL, including a figure for illustration purposes; an overview of the performance of awakened leaders; and important issues for awakened leaders, including verbatim statements of the three interviewed leaders. Findings - The study finds that: AL enables a positive work environment; AL is primarily relationship oriented, and through that, goal oriented; and awakened leaders perceive profits as a logical consequence rather than an initial goal. Research limitations/implications - Limitations to the research are that the population used for data was limited, as it consisted of only three leaders who were all located in Southern California. The interview protocol had a limited number of questions, and could therefore have left important contradictions among these leaders out of the perspective. It is suggested that applying this study on broader populations would provide a greater foundation in findings. Practical implications - There are some qualities that work in leadership all the time and everywhere, and leaders could use the pointers presented in this paper as an encouraging reflection onto their practices. Originality/value - In these times when all leadership sources claim that successful leadership is as dispersed as the situations and natures of followers, this paper provides a refreshing viewpoint that there are unified qualities in existence that will enhance a leader's performance, regardless of the nature of the constituents. [ABSTRACT FROM AUTHOR]; Copyright of Journal of Management Development is the property of Emerald Group Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

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Authors

  • Joan Marques

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