- Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader
|Google Scholar:||Look up in Google Scholar|
ï¿½Leadership and vision' is the subject of Chapter 3 and Rogers and Reynolds look at how managers can encourage leadership from other people, whether in their team, the organisation or in collaborative work with different agencies. They explore leadership style, and the extent to which managers can and should adapt their personal style to the differing needs of situations and people. Frontline managers may not always feel that they have much opportunity to influence the grander vision and strategy of their organisation. Rogers and Reynolds argue that they none the less play a role in the vision sequence even at the level of putting it into practice and looking for better ways of doing things. Practice-led managers relay their experience from the front line back to more senior management so that they can contribute to strategic planning.
|Item Type:||Book Chapter|
|Keywords:||management; leadership; vision; distributed leadership; power; participation; participatory management; leadership styles; situational leadership; leadership and diversity|
|Academic Unit/Department:||Health and Social Care > Health and Social Care
Health and Social Care
|Interdisciplinary Research Centre:||Centre for Citizenship, Identities and Governance (CCIG)|
|Depositing User:||Jill Reynolds|
|Date Deposited:||17 Feb 2009 14:10|
|Last Modified:||23 Feb 2016 22:27|
|Share this page:|
► Automated document suggestions from open access sources
Download history for this item
These details should be considered as only a guide to the number of downloads performed manually. Algorithmic methods have been applied in an attempt to remove automated downloads from the displayed statistics but no guarantee can be made as to the accuracy of the figures.