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999			_c52855 _d52855
003			OSt
005			20191120124831.0
008			191120b ||||| |||| 00| 0 eng d
100			_aAmaladas,Stan _934987
245			_aLeadership effectiveness and the problem of social action: Continuing the conversation between Burns and Rost
300			_a 517-534 p.
520			_aWhile calling for the need to continue engaging in conversation with differing understandings of leadership effectiveness, the author demonstrates what this could look like in practice by conversing with three leadership authors, Hannah Arendt, from the field of Political Theory, James McGregor Burns from the disciplines of Political Science and American History, and Joseph C Rost, from the field of Education Administration/Leadership. In this article, the author seeks to understand differing and contradictory notions of leadership effectiveness as they are proposed by Burns and Rost. Following Arendt, the author (a) distinguishes the nature of action as understood by Burns (acting as making) and Rost (acting as initiating), (b) outlines the dominant influence of ‘acting as making’ or homo-faber image of leadership within the discipline of leadership studies, and (c) considers the implications of including ‘acting as initiating’ for leadership learning and education.
653			_aLeadership effectiveness
653			_ahomo faber
653			_aindustrial leadership
653			_apostindustrial leadership
773	0		_029449 _977318 _aCOLLINSON, DAVID _dNEW DELHI SAGE PUBLICATION PVT. LTD. _o55511129 _tLEADERSHIP _z1742-7150
942			_2ddc _cJA-ARTICLE