Literaturnachweis - Detailanzeige
Autor/inn/en | Eyal, Ori; Kark, Ronit |
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Titel | How do transformational leaders transform organizations? A study of the relationship between leadership and entrepreneurship. |
Quelle | In: Leadership and policy in schools, 3 (2004) 3, S. 211-235Infoseite zur Zeitschrift |
Sprache | englisch |
Dokumenttyp | gedruckt; Zeitschriftenaufsatz |
ISSN | 1570-0763 |
Schlagwörter | Führungsstil; Empirische Untersuchung; Skalierung; Vergleich; Schulleitung; Lehrer; Transformation; Management; Unternehmen; Innovation; Israel |
Abstract | The aim of this study is to discover the relationship between different leadership styles and alternative entrepreneurial strategies in the not-for-profit public school system. The authors develop a conceptual framework for understanding the various strategies of corporate entrepreneurship. Accordingly, they hypothesize that transformational leadership can promote a "vigorous entrepreneurial strategy" that encourages radical change, whereas monitoring leadership can only promote limited change by means of an incremental "calculated entrepreneurial strategy". Passive-avoidant leadership restricts organizational entrepreneurship to the boundaries of existing constraints, mainly using a "conservative strategy". These relations were tested using a sample of 1,395 teachers working under 140 elementary school principals. The results partially support the expected relationships. It was found that although transformational leadership provides the most accommodating managerial background for radical entrepreneurship, the relationship is complex. (DIPF/Orig.). |
Erfasst von | DIPF | Leibniz-Institut für Bildungsforschung und Bildungsinformation, Frankfurt am Main |
Update | 2005/2 |