Skip to main content
SpringerLink
Log in

Leading and managing

  • Chapter
Management

Abstract

When those masters of business redesign, McKinsey and Co., went to see John Prescott about shuffling the management structure of BHP, Australia’s largest company, they took with them models of the way the best in the world run shows. But the McKinsey team never got to strut its stuff. Instead, Prescott showed them what he wanted to do and the McKinsey team left knowing they might have a radical new model to show prospective clients. Yesterday Prescott lifted the curtain on BHP’s new shape, unveiling structural change of an unprecedented dimension, at the same time anointing a new generation of senior managers, giving them the opportunity to stake their claims on his office. From today, BHP will take on what is, in Australian business at least, a unique configuration, with the greatest oddity being the holy trinity which now tops the management tree.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Aktouf, O. (1996) ‘Competence, symbolic activity and promotability’, in Linstead, S., Grafton Small, R. and Jeffcutt, P. (eds), Understanding Management, London: Sage.

    Google Scholar 

  • Alford, C. (1988) Narcissism: Socrates, the Frankfurt School, and Psychoanalytic Theory, New Haven, CT: Yale University Press.

    Google Scholar 

  • Astin, H. and Leland, C. (1991) Women of Influence, Women of Vision:A Cross-Generational Study of Leaders of Change, San Francisco: Jossey-Bass.

    Google Scholar 

  • Barrett, M. and Sutcliffe, P. (1992) ‘Incorporating a critical perspective into management:The case of leadership models’, paper presented to 1992 ANZAM Conference Penrith, 6–9 December, University of Western Sydney: l —29.

    Google Scholar 

  • Barrett, M. and Sutcliffe, P (1993) ‘Leadership theories: A critique and its implications for management education’, Queensland University of Technology, Faculty of Business, Key Centre in Strategic Management, Working Paper Series, No. 24, Brisbane: Queensland University ofTechnology.

    Google Scholar 

  • Bass, B. (1985) Leadership and Performance Beyond Expectations, NewYork: The Free Press.

    Google Scholar 

  • Bennis, W.G. (1985) Leaders: Strategies for Taking Charge, New York: Harper and Row.

    Google Scholar 

  • Blake, R. and McCanse, A.A. (199 I) Leadership Dilemmas — Grid Solutions Houston: Gulf.

    Google Scholar 

  • Blake, R. and Mouton, J. (1978) The New Managerial Grid, Houston: Gulf.

    Google Scholar 

  • Blanchard, K., Zigarmi, P. and Zigarmi, D. (1985) Leadership and the One-Minute Manager, London: Harper Collins.

    Google Scholar 

  • Bolman, L.G. and Deal,T.E. (1991) Reframing Organizations:Artistry, Choice and Leadership, San Francisco and Oxford: Jossey-Bass.

    Google Scholar 

  • Bradford, D. and Cohen, A. (1984) Managing for Excellence, New York: John Wiley.

    Google Scholar 

  • Brewis, J., Hampton, M. and Linstead, S. (1997) ‘Unpacking Priscilla: Subjectivity and identity in the organization of gendered appearance’, Human Relations 50 (10): 1275–304.

    Google Scholar 

  • Brown, A.D. (1997) ‘Narcissism, identity and legitimacy’, Academy of Management Review 22 (3): 643–86.

    Google Scholar 

  • Bryman, A. (1985) ‘Leadership’ in Elliot, K. and Lawrence, P. (eds), Introducing Management, Harmondsworth, UK: Penguin.

    Google Scholar 

  • Bryman,A. (1986) Leadership and Organizations, London: Routledge and Kegan Paul.

    Google Scholar 

  • Calas, M.B. and Smircich L. (1995), ‘Dangerous liaisons:The “feminine-in management” meets “Globalization—, in P. Frost,V. Mitchell and W. Nord (eds), Managerial Reality, NewYork: Haper Collins.

    Google Scholar 

  • Callaghan, G. (1997) ‘Here’s Looking at Me, Kid’, The Australian Magazine 25–26 October: 12–17.

    Google Scholar 

  • Carr, A. (1994) ‘For self or others? The quest for narcissism and the ego-ideal in work organizations’, Administrative Theory and Praxis 16 (2): 208–22.

    Google Scholar 

  • Carr, A. (1998) ‘Identity, compliance and dissent in organizations: A psychoanalytic perspective’, Organization 5 (1): 81–99.

    Article  Google Scholar 

  • Caulkin, S. (1993) ‘The lust for leadership’, ManagementToday November, 38: 40–3.

    Google Scholar 

  • Cavaleri, S. and Fearon, D. (eds) (1996) Managing in Organizations that Learn, Cambridge, Mass.: Blackwell Business.

    Google Scholar 

  • Coopey, J. (1995) ‘The learning organization: Power, politics and ideology’, Management Learning 26 (2): 193–213.

    Article  Google Scholar 

  • Crawford, R. (1991) In the Era of Human Capital: The Emergence of Talent, Intelligence, and Knowledge as a Worldwide Economic Force and What It Means to Managers and Investors, NewYork: Harper Business.

    Google Scholar 

  • Dansereau, F., Graen, G. and Naga, W.J. (1975) ‘A vertical dyad linkage approach to leadership within formal organizations:A longitudinal investigation of the role-making process’, Organizational Behaviour and Human Performance 15: 46–78.

    Article  Google Scholar 

  • Denmark, F.L. (1993) ‘Women, leadership, and empowerment’, Psychology of Women Quarterly 17: 343–56.

    Article  Google Scholar 

  • Diamond, M.A. and Allcorn, S. (1990) ‘The Freudian factor’, Personnel Journal March: 54–65.

    Google Scholar 

  • Downs, A. (1997) Beyond the Looking Glass, NewYork: Amacom.

    Google Scholar 

  • Duncan,W.J. (1978) Organizational Behavior, Boston, Mass.: Houghton Mifflin.

    Google Scholar 

  • Dunphy, D. and Stace, D. (1990) Under New Management Australian Organizations in Transition, Sydney: McGraw-Hill.

    Google Scholar 

  • Evans, M.G. (1970) ‘The effects of supervisory behaviour on the path-goal relationship’, Organizational Behaviour and Human Performance 5: 277–98.

    Google Scholar 

  • Feldman, S.P. (1986) ‘Culture, charisma — and the CEO:An essay on the meaning of high office’, Human Relations 39: 21 1–28.

    Google Scholar 

  • Fiedler, F.E. (1967) A Theory of Leadership Effectiveness, NewYork: McGraw-Hill.

    Google Scholar 

  • Fiedler, F.E. (1974) ‘The contingency model — New directions for leadership utilization’,Journal of Contemporary Business 3: 65–79.

    Google Scholar 

  • Fiedler, F.E., Chemers, M.M. and Mahar, L. (1976) Improving Leadership Effectiveness, NewYork: John Wiley.

    Google Scholar 

  • Fiedler, F.E. and Garcia, J.E. (1987) NewApproaches to Effective Leadership, NewYork: John Wiley.

    Google Scholar 

  • Fleishman, E.A. and Peters, D.R. (1962) ‘International values, leadership attitudes and managerial success’, Personnel Psychology 15: 127–43.

    Article  Google Scholar 

  • Graen, G. and Schiemann, W. (1978) ‘Leader—member agreement: A vertical dyad linkage approach’, Journal of Applied Psychology 63: 206–12.

    Google Scholar 

  • Hackman, R.J. (1992) ‘The psychology of self-management in organizations’, in Glaser, R. (ed.), Classic Readings in Self-Managing Teamwork, King of Prussia, PA: Organization Design and Development Inc.

    Google Scholar 

  • Haigh, G. (1994) ‘Power without glory’, The Australian Magazine 25–26 June: 13–16, 20.

    Google Scholar 

  • Harris,T.G. (I 993) ‘The post-capitalist executive: An interview with Peter F. Drucker’, Harvard Business Review May June: 115–22.

    Google Scholar 

  • Hartsock, N.C.M. (1985) Money, Sex and Power:Toward a Feminist Historical Materialism, New York: Simon and Schuster.

    Google Scholar 

  • Hater, J.J. and Bass, B.M. (1988) ‘Superiors’ evaluations and subordinates’ perceptions of transformational and transactional leadership’, Journal ofApplied Psychology 37(4): 695–702.

    Article  Google Scholar 

  • Heifetz, R.A. and Laurie, D.L. (1997) ‘The work of leadership’, Harvard Business Review January—February: 124–34.

    Google Scholar 

  • Helgesen, S. (1990) The Female Advantage: Women’s Ways of Leadership, NewYork: Doubleday.

    Google Scholar 

  • Hellreigel, D.J., Slocum,W. and Woodman,W. (1986) Organizational Behaviour, St Paul: West Publishing.

    Google Scholar 

  • Hersey, P. (1985) The Situational Leader, NewYork: Warner Books.

    Google Scholar 

  • Hersey, P. and Blanchard, K. (I 996) Management of Organizational Behavior: Utilizing Human Resources, Englewood Cliffs, NJ: Prentice Hall.

    Google Scholar 

  • Hofstede, G. (1980/1992) ‘Motivation, leadership and organization; Do American theories apply abroad’, in Lane, H.W. and DiStefano,J.J. (eds), International Management Behavior Boston: PWS/Kent.

    Google Scholar 

  • House, R. (1971) ‘A path—goal theory of leader effectiveness’, Administrative Science Quarterly I 6:321–38.

    Google Scholar 

  • Howell, J.P., Bowen, D.E., Dorfman, PW., Kerr, S. and Podsakoff, P.M. (1990) ‘Substitutes for leadership: Effective alternatives to ineffective leadership’, Organizational Dynamics Summer: 20–38.

    Google Scholar 

  • Howell, J.P. and Dorfman, P.W. (1981) ‘Substitutes for leadership:Test of a construct’, Academy of Management Journal 24: 714–28.

    Article  Google Scholar 

  • Huey, J. (1994) ‘The new post-heroic leadership’, Fortune, 21 February: 24–8.

    Google Scholar 

  • Hunsaker, PL. and Cook, C.W. (1986) Managing Organizational Behavior, Reading, Mass.: Addison-Wesley.

    Google Scholar 

  • Huxham, C. (ed.) (1996) Creating Collaborative Advantage, London: Sage.

    Google Scholar 

  • Kanter, R.M. (I 977) Men and Women of the Corporation NewYork: Basic Books.

    Google Scholar 

  • Kanter, R.M. (1979) ‘Power failure in management circuits’, Harvard Business Review 57(4): 65–75.

    Google Scholar 

  • Kanter, R.M. (1983) The Change Masters: Innovations for Productivity in American Corporations, New York: Simon and Schuster.

    Google Scholar 

  • Kelley, R. (1992) The Power of Followership, NewYork: Doubleday.

    Google Scholar 

  • Kerr, S. and Jermier,, J.M. (1978) ‘Substitutes for leadership:Their meaning and measurement’, Organizational Behaviour and Human Performance 22: 375–403.

    Article  Google Scholar 

  • Kets de Vries, M. (1991) ‘Whatever happened to the philosopher king?The leader’s addiction to power’, Journal of Management Studies 28(4): 339–51.

    Article  Google Scholar 

  • Kirkpatrick, S. and Locke, E.A. (1991) ‘Leadership: Do traits matter?’, Academy of Management Executive 5(2): 48–60.

    Article  Google Scholar 

  • Korman, A.K. (1966) “’Consideration”, “Initiating Structure” and organizational criteria — a review’, Personnel Psychology 19: 349–6 I.

    Google Scholar 

  • Kotter J. (1990)’What leaders really do’, Harvard Business Review May—June: I03—II.

    Google Scholar 

  • Kotter, J. (1995) The New Rules: How to Succeed in Today’s Post-Corporate World, NewYork: The Free Press.

    Google Scholar 

  • Kouzes, J.M. and Posner, B.Z. (1989) The Leadership Challenge, San Francisco: Jossey-Bass.

    Google Scholar 

  • Larson, L., Hunt, J.G. and Osborn, R.N. (1976) ‘The great hi-hi leader behaviour myth: A lesson from Occam’s Razor’, Academy of Management Journal 19: 628–4 I.

    Google Scholar 

  • Liden, R.C. and Graen, G. (1980) ‘Generalizability of the vertical dyad model of leadership’, Academy of Management Journal 23: 451–65.

    Google Scholar 

  • Likert, R. (1961) New Patterns of Management, NewYork: McGraw-Hill.

    Google Scholar 

  • Likert, R. (1967) The Human Organization: Its Management and Value, NewYork: McGraw-Hill.

    Google Scholar 

  • Likert, R. (1979) ‘From production and employee-centredness to systems 1-4’, Journal of Management 5: 147–56.

    Article  Google Scholar 

  • Linstead, S. and Chan, A. (1994) ‘The sting of organization: Command, reciprocity and change management’, Journal of Organizational Change Management 7 (5): 4–19.

    Article  Google Scholar 

  • McClelland, D. (1961) The Achieving Society, Princeton, NJ: Van Nostrand.

    Book  Google Scholar 

  • McGregor, D. (1960) The Human Side of Enterprise, New York: McGraw-Hill.

    Google Scholar 

  • Mant,A. (1994) Leaders We Deserve ( second edition ), Melbourne: Currency Production.

    Google Scholar 

  • Manz, C.C. and Sims, H.P., Jr (1992) ‘Becoming a super leader’, in Glaser, R. (ed.), Classic Readings in Self-Managing Teamwork, King of Prussia, Pa: Organization Design and Development Inc.

    Google Scholar 

  • Maslow,A.H. (1987) Motivation and Personality, NewYork: Harper and Row.

    Google Scholar 

  • Mintzberg, H. (1997) ‘Toward healthier hospitals’, Health Care Management Review 22 (4): 9–18.

    Article  Google Scholar 

  • Mullins, L.J. (1985) Management and Organizational Behaviour, London: Pitman.

    Google Scholar 

  • Nutt, P.C. (1995) ‘Transforming public organizations with strategic leadership’, in Halachmi,A. and Bouckaert, G. (eds), Public Productivity Through Quality and Strategic Management, Amsterdam: IOS Press.

    Google Scholar 

  • Pelz, D. (1952)’Influence:A key to effective leadership in the first line supervisor’, Personnel 29: 209–17.

    Google Scholar 

  • Pfeffer, J. (1978) ‘The ambiguity of leadership’, in McCall, M.W., Jr and Lombardo, M.M. (eds), Leadership: Where Else Can We Go? Durham: Duke University Press.

    Google Scholar 

  • Pheasant, B. (1995) The Australian Financial Review I I December: 21.

    Google Scholar 

  • Pondy, R. (1978) ‘Leadership is a language game’, in McCall, M.W., Jr and Lombardo, M.M. (eds), Leadership: Where Else Can We Go?, Durham: Duke University Press.

    Google Scholar 

  • Pringle, J. (1994) ‘Feminism and management: Critique and contribution’, in Kouzmin,A., Still, L.V. and Clarke, R. (eds), New Directions in Management, Sydney: McGraw-Hill.

    Google Scholar 

  • Quinn, R.E. and Spreitzer, G.M. (1997) ‘The road to empowerment: Seven questions every leader should consider’, Organizational Dynamics Autumn: 37–44.

    Google Scholar 

  • Robbins, S. (1988) Essentials of Organizational Behavior, Englewood Cliffs, NJ: Prentice Hall.

    Google Scholar 

  • Rosener,,J. (1990) ‘Ways women lead’, Harvard Business Review November—December: 119–25

    Google Scholar 

  • Sankowsky, D. (1995) ‘The charismatic leader as narcissist: Understanding the abuse of power’, Organizational Dynamics Spring: 57–72.

    Google Scholar 

  • Sashkin, M. (1992) ‘Strategic leadership competencies’, in Phillips, R.L. and Hunt, J.G. (eds) Strategic Leadership:A Multiorganizational-Level Perspective,Wesport, CT: Quorum Books.

    Google Scholar 

  • Scase, R. and Goffee, R. (1990) ‘Women in management:Towards a research agenda’, International Journal of Human Resource Management I (I): 107–25.

    Google Scholar 

  • Schwartz, H. (1990) Narcissistic Process and Corporate Decay, Newyork: NYU Press.

    Google Scholar 

  • Semler, R. (1993) Maverick•The Success Story Behind the World’s Most Unusual Workplace, London: Century.

    Google Scholar 

  • Shackleton,V. and Fletcher, C. (1984) Individual Differences:Theories and Applications London: Methuen.

    Google Scholar 

  • Sherman, S. (1994) ‘Leaders learn to heed the voice within’, Fortune 22 August: 72–8.

    Google Scholar 

  • Sinclair, A. (1998) Doing Leadership Differently: Gender, Power and Sexuality in a Changing Business Culture, Melbourne: Melbourne University Press.

    Google Scholar 

  • Skipper, F. and Manz, C.C. (1993)’WL. Gore and Associates Inc:, in Rowe,A.J., Mason, R.O., Dickel, K.E., Mann, R.B. and Mockler, R.J. (eds), Strategic Management:A Methodological Approach (fourth edition), Reading, Mass. Addison-Wesley.

    Google Scholar 

  • Smircich, L. and Morgan, G. (1982) ‘Leadership:The management of meaning’, Journal of Applied Behavioural Science 18(3): 257–73.

    Article  Google Scholar 

  • Spillane, R. (1984) Achieving Peak Performance, Sydney: Harper and Row.

    Google Scholar 

  • Sproull, R. and Stevens, M. (1997) The Australian I October: 25–6.

    Google Scholar 

  • Stogdill, R.M. (1974a)’Historical trends in leadership theory and research’,Journal of Contemporary Business 3: 1–17.

    Google Scholar 

  • Stogdill, R.M. (1974b) Handbook of Leadership NewYork:The Free Press.

    Google Scholar 

  • Stoner, J.A., Collins, R.R. and Yetton, P.W. (1985) Management in Australia, Sydney: Prentice Hall.

    Google Scholar 

  • Symington, N. (1993) Narcissism, London: Karnak Books.

    Google Scholar 

  • Tichy, N.M. and Devanna, M.A. (1986) The Transformational Leader New York: John Wiley.

    Google Scholar 

  • Tichy, N.M. and Ulrich, D. (1987) ‘The leadership challenge:A call for the transformational leader’, inTimpe, D.A. (ed.), Leadership, NewYork: Facts on File Publications.

    Google Scholar 

  • Vecchio, R.P., Hearn, G. and Southey, G. (1996) Organizational Behaviour Sydney: Harcourt Brace.

    Google Scholar 

  • Watson,T.J. (1986) Management, Organization and Employment Strategy, London: Routledge and Kegan Paul.

    Google Scholar 

  • Westwood, R. (1992) Organizational Behaviour, Hong Kong: Longmans Group (FE).

    Google Scholar 

  • Wilson, F.M. (1995) Organizational Behaviour and Gender, London: McGraw-Hill.

    Google Scholar 

Download references

Authors
  1. Liz Fulop
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Stephen Linstead
    View author publications

    You can also search for this author in PubMed Google Scholar

Copyright information

© 1999 L. Fulop and S. Linstead

About this chapter

Cite this chapter

Fulop, L., Linstead, S. (1999). Leading and managing. In: Management. Palgrave, London. https://doi.org/10.1007/978-1-349-15064-9_6

Download citation

Publish with us

Policies and ethics

Search

Navigation