Discusses current trends in the application of motors and drives by OEM users. Networks such as CAN and SERCOS are expanding rapidly and being controlled by PC/Windows‐based…
Abstract
Discusses current trends in the application of motors and drives by OEM users. Networks such as CAN and SERCOS are expanding rapidly and being controlled by PC/Windows‐based systems, with software written in “C” combined with proprietary libraries.
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Abstract
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Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).
Glenn D. Searle and Stephanie J. Hanrahan
The purpose of this paper was to examine inspiring others as a psychological construct in leadership contexts by investigating lived and personal experiences of inspiring leaders.
Abstract
Purpose
The purpose of this paper was to examine inspiring others as a psychological construct in leadership contexts by investigating lived and personal experiences of inspiring leaders.
Design/methodology/approach
A phenomenological design was used to investigate leaders' personal and lived experiences of leading to inspire others. In‐depth interviews were conducted with seven participants nominated by others as inspiring leaders based on the demonstration of five characteristics (vision, openness, transparency, passion, and being somewhat unconventional).
Findings
Participant responses coalesced into five key dimensions of leading to inspire others: connecting, leading, inspiree, action, and context; enabling a functional description of the phenomenon. Furthermore, results indicated that leaders could intentionally cultivate opportunities to inspire others through interaction and effort.
Research limitations/implications
Given that the paper investigates leaders' experiences of the phenomenon, further investigation into the relational and reciprocal aspects of inspiring others is required. Research has primarily focused on participants in the inspiring relationship independently of each other (i.e. either the inspiree or the leader).
Practical implications
Contrary to assertions in some transformational leadership studies that personal charisma is the primary component to inspiring others, these findings indicate that inspiring others requires an active process where leaders establish interpersonal connections and enable action.
Originality/value
Research on inspiration is at a formative stage. This paper represents an initial foray into the space where scholarly knowledge on leadership theory and inspiration intersect to provide greater insight into leading to inspire others.