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dc.contributor.authorAlimo-Metcalfe, Beverly M.*
dc.contributor.authorAlban-Metcalfe, R.J.*
dc.date.accessioned2009-12-17T17:09:11Z
dc.date.available2009-12-17T17:09:11Z
dc.date.issued2005
dc.identifier.citationAlimo-Metcalfe, B. and Alban-Metcalfe, J. (2005). Leadership: Time for a new direction? Leadership. Vol. 1, No. 1, pp. 51-71.en
dc.identifier.urihttp://hdl.handle.net/10454/4152
dc.descriptionNo
dc.description.abstractAfter reviewing the literature on leadership that culminated in what has been described as the `New Paradigm¿, this article discusses the research which has led to the development of what might be regarded as a `New New Paradigm¿ model. The research was based on a gender-inclusive and black and minority ethnic-inclusive sample of over 3,500 managers and professionals, at different levels (chief executives, top, senior and middle managers), working in the UK National Health Service and local government. The model that emerged, which led to the development of a diagnostic 360-degree feedback instrument, the Transformational Leadership Questionnaire, has been found to be sufficiently robust as to generalize to private sector and other public sector organizations. Apart from having been inclusive at all stages of its development, the model is new in that it is based on a `nearby¿ rather than `distant¿ or `heroic¿ approach to leadership, using a Grounded Theory methodology. It leads to an understanding of leadership that goes beyond transformational models and, recognizing the significance of Greenleaf¿s concept of `servant leadership¿, focuses on the development of the individual, in an organizational context.en
dc.language.isoenen
dc.subjectGender-inclusive
dc.subjectParadigm
dc.subjectQuestionnaire
dc.subjectTransformational
dc.titleLeadership: Time for a new direction?en
dc.status.refereedYes
dc.typeArticle
dc.type.versionNo full-text in the repository
dc.identifier.doihttps://doi.org/10.1177/1742715005049351
dc.openaccess.statusclosed Access


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