By Benjamin W Redekop

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Being Different Yet Feeling Similar: The Influence of Demographic Composition and Organizational Culture on Work Processes and Outcomes. Administrative Science Quarterly, 43(4), 749–780. , & McIntosh, B. (1996). Groupthink: Deciding with the Leader and the Devil. The Psychological Record, 46(4), 581–590. Clark, D. (1985). Emerging Paradigms in Organizational Theory and Research. In Y. ), Organizational Theory and Inquiry: The Paradigm Revolution (pp. 43–78). Beverly Hills, CA: Sage Publications.

1998). The six premises of our current version are discussed in the following. Premise 1: Leadership is an Emergent Process Although cognitive and evolved biases may make it appear as though positional leaders are directing and controlling organizational adaptation, it is far too limiting to defi ne leadership as the activities of positional leaders. Our definition is that leadership is an emergent process, that is, it emerges from the interactions and actions of individuals within an ecological system.

2008). Leadership: A Critical Text. Thousand Oaks, CA: Sage Publications. Williams, E. (1961). Capitalism and Slavery. New York: Russell and Russell. , & Patterson, K. (2006). An Integrative Defi nition of Leadership. International Journal of Leadership Studies, 1(2), 6–66. 1 An Ecological Perspective on Leadership Theory, Research, and Practice Richard M. Wielkiewicz and Stephen P. Stelzner INTRODUCTION For those who care about environmental issues, it can be deeply frustrating to observe leadership processes resulting in decisions that ignore the environment.

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