Participative leadership and personal identification: Understanding ambidexterity for both leaders and employees
Development and Learning in Organizations
ISSN: 1477-7282
Article publication date: 24 February 2020
Issue publication date: 14 January 2021
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context.
Findings
The Holy Grail in business can mean different things to different people, but it is always represented as a good thing. It is usually something intangible, just out of reach for most mortal businessmen and women. Perhaps it is a sales target just out of reach, or a new product that will revive the fortunes of a moribund company. For others, it is something that has already been achieved, or that can be emulated in a parallel sector – the Apple iPhone, the Ford Model T or Microsoft’s Windows operating system. For those companies, they created their own Holy Grail, and boy did it deliver untold riches for them.
Practical implications
This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Keywords
Citation
(2021), "Participative leadership and personal identification: Understanding ambidexterity for both leaders and employees", Development and Learning in Organizations, Vol. 35 No. 1, pp. 38-40. https://doi.org/10.1108/DLO-01-2020-0019
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited