Leadership as an embedded process: Some insights from Sayles' managerial behavior

Blake Ashforth

doi:10.1016/S1048-9843(99)80006-X

Leadership as an embedded process: Some insights from Sayles' managerial behavior

Blake Ashforth

WPC: Management and Entrepreneurship

Research output: Contribution to journal › Article

3 Scopus citations

Abstract

Any sport, stripped to its essentials, sounds pretty silly. Hockey involves 12 people chasing a rubber disk around a frozen surface, and golf involves repeatedly hitting a little white ball until it decides to fall into a little cup. A summary of Sayles' (1964) book has much the same quality: management is more a social act than a cognitive one. Beyond this simple statement, however, lies a wealth of insight.

Original language	English (US)
Pages (from-to)	21-24
Number of pages	4
Journal	Leadership Quarterly
Volume	10
Issue number	1
DOIs	https://doi.org/10.1016/S1048-9843(99)80006-X
State	Published - Jan 1 1999

ASJC Scopus subject areas

Business and International Management
Applied Psychology
Sociology and Political Science
Organizational Behavior and Human Resource Management

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10.1016/S1048-9843(99)80006-X

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Ashforth, B. (1999). Leadership as an embedded process: Some insights from Sayles' managerial behavior. Leadership Quarterly, 10(1), 21-24. https://doi.org/10.1016/S1048-9843(99)80006-X

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