Adapting accountability responses to leadership context

Harald Bergsteiner*, Gayle C. Avery

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

4 Citations (Scopus)
28 Downloads (Pure)

Abstract

This paper attempts to reconcile differences in the literature on how accountabilitysystems are conceptualised and implemented, by examining context. The accountability and leadership literature reflects various bipolar streams of thought - control versus self-control, sanctions versus rewards, and micro- versus macro-accountability. These differences in emphasis can be understood by considering these bipolar dimensions in the context of different leadership cultures. Classical and transactional leadership paradigms tend tobe associated with control, sanctioning and micro-accountability, whereas visionary and organic leadership cultures emphasize self-control, rewards and macro-accountability.

Original languageEnglish
Pages (from-to)411-420
Number of pages10
JournalInternational Journal of Interdisciplinary Social Sciences
Volume2
Issue number2
Publication statusPublished - 2007

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