000			01232pab a2200157 454500
008			180718b2002 xxu||||| |||| 00| 0 eng d
100			_aMonga, M.L.
245			_aLeadership archetypes
260			_c2002
300			_ap.147-60.
362			_aOct
520			_aLeadership 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			_aLeadership
773			_aIndian Journal of Industrial Relations
909			_a54754
999			_c54754 _d54754