Alternative, Grassroots, And Rogue Leadership: A Case For Alternating Leaders In Organizations

The article examines traditional understanding of top-down organizational leadership against spontaneous, self-initiated leadership/followership theory. It also denotes the relationship between spontaneous and self-initiated expression of alternative, grassroots, and rogue leadership as a construct...

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Bibliographic Details
Published in:Journal of applied business research 2011-03, Vol.27 (2), p.53-61
Main Authors: Andert, Darlene, Platt, Alan, Alexakis, George
Format: Article
Language:English
Subjects:
Alternatives
Behavior
Conceptualization
Corporate culture
Employees
Entrepreneurs
Executive compensation
Generations
Incentives
Innovations
Leadership
Management science
Managers
Motivation
Organizational analysis
Power
Research trends
Stock options
Studies
U.S.A
Wages & salaries
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Summary:The article examines traditional understanding of top-down organizational leadership against spontaneous, self-initiated leadership/followership theory. It also denotes the relationship between spontaneous and self-initiated expression of alternative, grassroots, and rogue leadership as a construct of alternating leadership behaviors. The research furthers the leadership research focus that is identified as Alternating Leadership and acknowledges leader/follower dual function within each individual. The constructs are augmented by a matrix that contrasts the strength of the leadership and followership roles among traditional versus non-traditional leadership theories. Conclusions suggest a confirmation of the dual Alternating Leadership role existing within all employees or managers and the creation of worker-centered, real-time interventions to increase employee interaction and synergy. The impact of generational leadership on the Alternating Leadership Model is also examined.
ISSN:0892-7626
2157-8834
DOI:10.19030/jabr.v27i2.4139