Leadership as engagement, leadership as system development: A contextualised Ghanaian study
dc.contributor.author | Puplampu, B.B. | |
dc.date.accessioned | 2019-04-29T10:39:44Z | |
dc.date.available | 2019-04-29T10:39:44Z | |
dc.date.issued | 2010-10 | |
dc.description.abstract | Purpose: This paper uses data about the challenges and difficulties confronting organisations and leaders to advance a dualized meaning of corporate leadership in the context of a developing country. The purpose is to describe a leadership frame that is locally contextualised, thereby bringing conceptualisation and thought closer to action, reified reality and applicability. Design/methodology/approach: This research was designed as a series of three studies starting from an applied/interventionist standpoint. The first study used data from applied diagnostic interventions, the second used qualitative interviews and the third used open-ended questionnaires. Data were collected from 25 Ghanaian organisations and 29 corporate executives. Findings: Drawing on a range of everyday issues such as poor attention to customers, pressure from stakeholders (such as political overlords) and leaders' "love" for perks, the paper develops a notion of leadership as "engagement" and as "system development". Research limitations/implications: The data are exploratory and the sample size may be considered small. Originality/value: The paper discusses implications for leadership research and leader development in a developing country like Ghana. © Emerald Group Publishing Limited. | en_US |
dc.identifier.citation | Bill Buenar Puplampu, (2010) "Leadership as engagement, leadership as system development: A contextualised Ghanaian study", European Business Review, Vol. 22 Issue: 6, pp.624-651, https://doi.org/10.1108/09555341011082925 | en_US |
dc.identifier.other | https://doi.org/10.1108/09555341011082925 | |
dc.identifier.other | Vol. 22 Issue: 6, pp.624-651 | |
dc.identifier.uri | http://ugspace.ug.edu.gh/handle/123456789/29634 | |
dc.language.iso | en | en_US |
dc.publisher | European Business Review | en_US |
dc.subject | Ghana | en_US |
dc.subject | Leadership | en_US |
dc.title | Leadership as engagement, leadership as system development: A contextualised Ghanaian study | en_US |
dc.type | Article | en_US |
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