Leadership, Personal Transformation, and Management
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| Title: | Leadership, Personal Transformation, and Management |
|---|---|
| Language: | English |
| Authors: | Workman, Tim, Cleveland-Innes, M. |
| Source: | International Review of Research in Open and Distance Learning. Oct 2012 13(4):313-322. |
| Availability: | Athabasca University. 1200, 10011 - 109 Street, Edmonton, AB T5J 3S8, Canada. Tel: 780-421-2536; Fax: 780-497-3416; e-mail: irrodl@athabascau.ca; Web site: http://www.irrodl.org |
| Peer Reviewed: | Y |
| Physical Description: | |
| Page Count: | 10 |
| Publication Date: | 2012 |
| Document Type: | Journal Articles Reports - Evaluative |
| Descriptors: | Leadership, Administration, Educational Innovation, Leaders, Distance Education, Transformational Leadership |
| ISSN: | 1492-3831 |
| Abstract: | Definitions of leadership abound! For the purposes of this discussion, the authors use Secretan's (2004) work which provides a perspective on how leadership should impact on other people, and identifies the need to inspire, not simply motivate. The more one examines modern ideas about "leadership," the more it seems that most are simply techniques to support good person management, in essence, simply lessons on how to be a good leader from an organizational or hierarchical perspective. The authors submit that "true" leadership is best defined in the outcomes that are achieved rather than the inputs applied, which in turn leads to a singular critical learning: Leadership without personal transformation is simply different forms of management. This article is a comparison and contrasting of different aspects of both leadership and management and an exploration of what this new perspective means to leaders in education innovation. |
| Abstractor: | ERIC |
| Number of References: | 15 |
| Entry Date: | 2013 |
| Accession Number: | EJ1001718 |
| Database: | ERIC |
| Abstract: | Definitions of leadership abound! For the purposes of this discussion, the authors use Secretan's (2004) work which provides a perspective on how leadership should impact on other people, and identifies the need to inspire, not simply motivate. The more one examines modern ideas about "leadership," the more it seems that most are simply techniques to support good person management, in essence, simply lessons on how to be a good leader from an organizational or hierarchical perspective. The authors submit that "true" leadership is best defined in the outcomes that are achieved rather than the inputs applied, which in turn leads to a singular critical learning: Leadership without personal transformation is simply different forms of management. This article is a comparison and contrasting of different aspects of both leadership and management and an exploration of what this new perspective means to leaders in education innovation. |
|---|---|
| ISSN: | 1492-3831 |
