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

• 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
• ISSN: 0892-7626; 2157-8834
• DOI: 10.19030/jabr.v27i2.4139

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.