N.Y.James MacGregor Burns and Peter Senge have been two of the most influential writers on leadership over the past 40 years. Moreover, these crises have revealed what mostBecause followers trust and respect the leader, they emulate the leader and internalize his or her ideals. Crisis is now a word for describing domestic and international events in Iran, the Middle East, energy, SALT, Rhodesia, Cambodia, and Vietnam. Ours is a decade of crisis leadership and crises in leadership. New York, Harper & Row, 1978. Leadership by James MacGregor Burns.
![]() ![]() We then follow with a section (V) that summarizes his major ideas. We next explore the references to Senge in the four journals and conclude that the treatments are similar to those of Burns’ writings: brief and insufficient to provide a reader with an adequate understanding of Senge’s thought (Section IV). To remedy this lack, we follow with a primer on his major concepts (Section III). Those that did describe aspects accurately focused on narrow portions of his thought. Almost exclusively, the references to Burns were brief, not explanatory, and did not provide much in the way of description of his key ideas of the two scholars. Mc solaar biographyWe also place Burns and Senge in a general the category of leadership and organizationalTable 2. A few articles reference both Burns and Senge, but they, too, suffer from the same weaknesses of brevity and lack of specificity (Section VII). Interestingly, neither author references the other in their main works. Leadership Burns 1978 Series Of FootnotesI allude to the wealth of general ideas scattered through them.Our survey of articles in the four leadership journals would seem to support a similar statement with respect to the writings of Burns. 39) wrote:The safest general characterization of the European philosophical tradition is that it consists of a series of footnotes to Plato. Finally, in Section X, we briefly summarize the paper’s major findings.Of philosophy, Whitehead (1977: p. The next section (IX) identifies several areas of study that would enrich the understanding of leadership in organizations and as yet appear to be lacking in the literature as reported in the four journals surveyed. References to Burns’ concepts in the rest of the articles tended to be very brief and often not to provide any substance. Only two articles provided detailed summaries of several of Burns’ concepts in comparing them to those of Bernard Bass (Baker, 2007) and in critiquing some of the interpretations of Burns (Burnes, Hughes, & By, 2017). Burns himself wrote an introductory article for the first issue of Leadership, identifying promising areas for study (Burns, 2005). ![]()
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