Article

Leadership, the Old, the New, and the Timeless: A Commentary

John Campbell

in The Oxford Handbook of Leadership

Published in print November 2012 | ISBN: 9780195398793
Published online December 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780195398793.013.0024

Series: Oxford Library of Psychology

 Leadership, the Old, the New, and the Timeless: A Commentary

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This chapter investigates the conflicting theories through the prism of leader job performance. Its basic assertion is that much of the confusion and conflict subsides if leadership theory and research is interpreted within a general model of performance itself, including its determinants and its outcomes. The models of leadership are described and interpreted within such a model of performance, and are found to be complementary, not in conflict. The revised Campbell model states eight major substantive factors at the highest level of generality that appear to be useful. The labels for the eight factors are: technical performance, communication performance, effort and initiative, counterproductive work behavior, peer leadership, hierarchical leadership, peer management, and hierarchical management. These factors address the substantive content of individual work performance when performance is defined. Authentic leadership seems not in competition with, or an alternative for, transformational leadership.

Keywords: leadership theory; Campbell model; technical performance; communication performance; effort and initiative; counterproductive work behavior; peer leadership; hierarchical leadership; peer management; hierarchical management

Article.  13617 words. 

Subjects: Psychology ; Social Psychology

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