| 000 -LEADER |
|---|
| fixed length control field |
01232pab a2200157 454500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
|---|
| fixed length control field |
180718b2002 xxu||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
|---|
| Personal name |
Monga, M.L. |
| 245 ## - TITLE STATEMENT |
|---|
| Title |
Leadership archetypes |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Date of publication, distribution, etc. |
2002 |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
p.147-60. |
| 362 ## - DATES OF PUBLICATION AND/OR SEQUENTIAL DESIGNATION |
|---|
| Dates of publication and/or sequential designation |
Oct |
| 520 ## - SUMMARY, ETC. |
|---|
| Summary, etc. |
Leadership archetypes is an area not much probed in management literature. These archetypes present a behaviour paradigm before executives. This is an ethnological study to find whether leadership archetypes manifest in leadership behaviour. Executives from a multinational and an Indian conglomerate, both wel known, were studied to analyze the leadership archetypes. Power broker, arbiter, dealer, manipulator and administrator archetypes were perceived as typical leadership paradigm. Power addiction (in its various forms and manifestations) was the leading finding underlying the behaviour. The study discusses the archetypes of leader as energizer, synergizer, visionary, and motivator found out through analysis. It clearly brings out the need to shift leadership paradigm in the context of LPG (liberalisation, privatisation and globalisation). Reproduced. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Leadership |
| 773 ## - HOST ITEM ENTRY |
|---|
| Main entry heading |
Indian Journal of Industrial Relations |
| 909 ## - |
|---|
| -- |
54754 |
