Leadership Practices of Council Secretaries in Turbulent Times; A Case Study

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

There is an increased interest among scientists and practitioners in leadership in complex and adaptive systems (adaptive leadership). Here we present qualitative research into the leadership styles and functions of a small sample of council secretaries in the Netherlands. The results from in-depth interviews show that in practice the formal and bureaucratic leadership functions are still dominant, leaving little room for adaptive and enabling leadership. This paper explores the extent to which the public and political circumstances influence the execution of these leadership functions. The main conclusion of our research is that leadership theory and practice diverge greatly.
Original languageEnglish
Pages (from-to)29-42
Number of pages14
JournalJournal of Leadership, Accountability and Ethics
Volume15
Issue number1
Publication statusPublished - 2018

Fingerprint

leadership
political influence
time
qualitative research
Netherlands
interview

Cite this

@article{2533899ac238435a85fe2db5b6870f46,
title = "Leadership Practices of Council Secretaries in Turbulent Times; A Case Study",
abstract = "There is an increased interest among scientists and practitioners in leadership in complex and adaptive systems (adaptive leadership). Here we present qualitative research into the leadership styles and functions of a small sample of council secretaries in the Netherlands. The results from in-depth interviews show that in practice the formal and bureaucratic leadership functions are still dominant, leaving little room for adaptive and enabling leadership. This paper explores the extent to which the public and political circumstances influence the execution of these leadership functions. The main conclusion of our research is that leadership theory and practice diverge greatly.",
author = "H.S. Grotens and {van Dijk}, Gerda and {van Vugt}, M.",
year = "2018",
language = "English",
volume = "15",
pages = "29--42",
journal = "Journal of Leadership, Accountability and Ethics",
issn = "1913-8059",
publisher = "North American Business Press",
number = "1",

}

Leadership Practices of Council Secretaries in Turbulent Times; A Case Study. / Grotens, H.S.; van Dijk, Gerda; van Vugt, M.

In: Journal of Leadership, Accountability and Ethics, Vol. 15, No. 1, 2018, p. 29-42.

Research output: Contribution to JournalArticleAcademicpeer-review

TY - JOUR

T1 - Leadership Practices of Council Secretaries in Turbulent Times; A Case Study

AU - Grotens, H.S.

AU - van Dijk, Gerda

AU - van Vugt, M.

PY - 2018

Y1 - 2018

N2 - There is an increased interest among scientists and practitioners in leadership in complex and adaptive systems (adaptive leadership). Here we present qualitative research into the leadership styles and functions of a small sample of council secretaries in the Netherlands. The results from in-depth interviews show that in practice the formal and bureaucratic leadership functions are still dominant, leaving little room for adaptive and enabling leadership. This paper explores the extent to which the public and political circumstances influence the execution of these leadership functions. The main conclusion of our research is that leadership theory and practice diverge greatly.

AB - There is an increased interest among scientists and practitioners in leadership in complex and adaptive systems (adaptive leadership). Here we present qualitative research into the leadership styles and functions of a small sample of council secretaries in the Netherlands. The results from in-depth interviews show that in practice the formal and bureaucratic leadership functions are still dominant, leaving little room for adaptive and enabling leadership. This paper explores the extent to which the public and political circumstances influence the execution of these leadership functions. The main conclusion of our research is that leadership theory and practice diverge greatly.

UR - http://www.na-businesspress.com/jlaeopen.html

M3 - Article

VL - 15

SP - 29

EP - 42

JO - Journal of Leadership, Accountability and Ethics

JF - Journal of Leadership, Accountability and Ethics

SN - 1913-8059

IS - 1

ER -