Leadership in Media Organisations: Past Trends and Challenges Ahead

  • Ghislain DeslandesEmail author
Part of the Media Business and Innovation book series (MEDIA)


If they are to survive the profound economic, societal and editorial changes brought about notably by the digital revolution, the media can by no means eschew the need to forge a long-term strategic vision and reflect on the reasons why they should exist. Nonetheless, one can hardly deny that leadership—which is supposed to generate a vision—appears lacking among managers given that the topic is becoming one of the top priorities for in-house training programmes. It also seems to be a ‘weak link’ in research on media management. In the first part of this chapter, I explain the reasons for this situation while offering a review of publications to date. These address the personal dimension of leaders, as well as contingency factors characterising the media industry. In the second part, I explore new perspectives with a view to achieving a better understanding of leadership in the media organisation, by relying chiefly on a critical approach and focusing on its ethical nature. Indeed, resorting to ethical leadership seems to the best way—perhaps the only way—to assert the specific identity of the media while restoring a loyalty that has been partly lost among the public.


Ethical Leadership Media Organisation Transformational Leadership Media Industry Charismatic Leadership 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.



The author is grateful to his colleague, Pr. Lionel Dahan, for the English translation of this chapter.


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© Springer International Publishing Switzerland 2016

Authors and Affiliations

  1. 1.ESCP Europe Business SchoolParisFrance

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