The role of transformational leadership, vision communication and vision characteristics on the growth of dotcoms in the Midwest.

详细信息   

• 作者：Cahill ; Daniel James.
• 学历：Doctor
• 年：2002
• 导师：Fairhurst, Gail T.
• 毕业院校：University of Cincinnati
• 专业：Business Administration, Management.
• ISBN：0493783342
• CBH：3062421
• Country：USA
• 语种：English
• FileSize：6498816
• Pages：171

文摘

The present study examines the impact of transformational leadership, management of meaning, and vision characteristics on the growth of dotcoms. Transformational leadership is a popular leadership theory that describes two opposite dimensions known as transformational and transactional leadership styles (Bass, 1985; Bass & Avolio, 1990). Leadership as the “management of meaning” is an extension of the visionary and transformational leadership literatures and may help explain the intricacies involved in the visioning process. The literature is based on two key assumptions. First, leadership becomes real in the process of framing and defining reality for employees (Smirich & Morgan, 1982). Second, there is a clear distinction between leaders and managers based on presentation of a vision (Zaleznik, 1977; Pondy, 1978; Pfeffer, 1981; Bennis & Nanus, 1985). The literature also suggests that a vision must have seven key characteristics that make it successful. Using startups as a point of reference, dotcom is defined as an organization that is dependent on some form of seed funding or venture capital with up to 150 employees. Generally, the organization has been in business for less than five years and relies heavily on the Internet as a basis for its business model. Dotcoms distinguish themselves by adding “.com” to the name of their business and promote certain cultural elements that distinguish them from a startup, although the specific characteristics of the culture are less clear. The research is driven by three hypotheses that focus on the impact of the three preceding variables on growth. The results show no support for the hypotheses although the interview data does reveal that the role of the CEO and CFO as transformational leaders is evolving. Suggestions for future research are discussed.