The concept of collaborative leadership challenges conventional thinking and popular leadership theories by elevating the importance of interpersonal dynamics between people engaged in collective action in change-oriented environments. This phenomenological study explored this idea from the complex responsive process of relating perspective through the perceptions of people involved in an economic development initiative where no conventional iconic leader was present. The findings reinforce the study’s theoretical framework that asserts the evolution of leadership theories and management/organizational theories have emerged as an integrated picture requiring more emphasis on relational dynamics. The study framework challenges readers to view leadership beyond one particular lens and focus on leadership as complex and dynamic; and best understood simultaneously from multiple angles.
|Adviser||Janice M. Spangenburg|
|Subjects||Business administration; Social psychology; Management|
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