In this article, leadership is conceptualized as an organizational quality. Adopting a perspective on organizations offered by institutional theory, the authors offer a view of leadership that builds on the following points: Leadership flows through the networks of roles that comprise organizations. The medium of leadership and the currency of leadership lie in the personal resources of people. And, leadership shapes the systems that produce patterns of interaction and the meanings that other participants attach to organizational events.
Get full access to this article
View all access options for this article.
References
1.
Barnard, C. I. (1968). Functions of the executive. Cambridge, MA: Harvard University Press.
2.
Bass, B. M. (1981). Stodgill's handbook of leadership: A survey of theory and research. New York: Free Press.
3.
Bolman, L. G. , & Deal, T. E. (1994). Looking for leadership: Another search party's report.Educational Administration Quarterly, 30, 77-96.
4.
Burrell, G. , & Morgan, G. (1979). Sociological paradigms and organizational analysis. Portsmouth, NH: Heinemann.
5.
Campbell, J. (1988). The power of myth. New York: Doubleday.
6.
Carlson, R. O. (1964). Environmental constraints and organizational consequences: The public school and its clients. In D. E. Griffiths (Ed.), Behavioral science and educational administration (pp. 262-276). Chicago: University of Chicago Press.
7.
Cartwright, D. (1965). Influence, leadership, control. In J. G. -March (Ed.), Handbook of organizations (pp. 1-47). Chicago: Rand McNally.
8.
Cohen, M. D. , March, J. G., & Olsen, J. P. (1972). A garbage can model of organizational choice.Administrative Science Quarterly, 17, 1-25.
9.
Daft, R. L. , & Weick, K. E. (1984). Toward a model of organizations as interpretation systems.Academy of Management Review, 9, 284-295.
10.
Deal T. E. , & Kennedy, A. A. (1982). Corporate cultures. Reading, MA: Addison-Wesley.
11.
Deal, T. E. , & Peterson, K. (1990). Symbolic leadership and the school principalship: Shaping school cultures in different contexts. Washington, DC: U.S. Department of Education.
12.
DiMaggio, P. J. , & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields.American Sociological Review, 48, 147-160.
13.
Durkheim, E. (1933). The division of labor in society. New York: Free Press.
14.
Foster, W. (1986). Paradigms and promises: New approaches to educational administration. Buffalo, NY: Prometheus.
15.
French, J. , & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies of social power (pp. 150-167). Ann Arbor, MI: Institute for Social Research.
16.
Gross, N. , Mason, W., & McEachern, A. W. (1958). Explorations in role analysis: Studies of the school superintendency role. New York: Wiley.
17.
Halpin, A. W. (1966). Theory and research in administration. New York: Macmillan.
18.
Hemphill, J. K. , & Coons, A. E. (1950). Leadership behavior description. Columbus, OH: Ohio State University, Personnel Research Board.
19.
House, R. J. (1971). A path-goal theory of leadership effectiveness.Administrative Science Quarterly, 16, 321-338.
20.
Hoy, W. K. , & Miskel, C. G. (1991). Educational administration: 7heory, research and practice (3rd ed.). New York: Random House.
21.
Immegart, G. L. (1988). Leadership and leader behavior. In N. J. Boyan (Ed.), Handbook of research on educational administration (pp. 259-278). New York: Longman.
22.
Katz, D. , & Kahn, R. L. (1966). The social psychology of organizations. New York: Wiley.
23.
Malen, B. , Ogawa, R. T., &Kranz, J. (1990). What do wek now about school based management? A case study of the literature-A call for research. In W.H. Clune & J. F. Witte(Eds.), Choice and control in American education (Vol. 2, pp. 289-342). Bristol, PA: Falmer.
24.
March, J. G. (1955). An introduction to the theory and measurement of influence.American Political Science Review, 49, 431-4451.
25.
March, J. G. , & Olsen, J. P. (1984). The new institutionalism: Organizational factors in political life.American Political Science Review, 78, 734-749.
26.
Meyer, J. W. (1983). Innovation and knowledge use in American public education. In W. R. Scott &J. W. Meyer (Eds.), Organizational environments (pp. 233-260). Beverly Hills, CA: Sage.
27.
Meyer, J. W. , Boli, J., & Thomas, G. M. (1987). Ontology and rationalization in Western cultural account. In G. M. Thomas, J. W. Meyer, F. 0. Ramirez, & J. Boli (Eds.), Institutional structure: Constituting state, society, and the individual (pp. 12-38). Newbury Park, CA: Sage.
28.
Meyer, J. W. , & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony.American Journal of Sociology, 83, 340-363.
29.
Murphy, J. (1989). Principal instructional leadership. In P. W. Thurston & L S. Lotto (Eds.), Advances in educational administration (pp. 163-200). Greenwich, CT: JAI.
30.
Ogawa, R. T. (1992). Institutional theory and examining leadership in schools.International Journal of Educational Management, 6, 14-21.
31.
Pfeffer, J. (1978). The ambiguity of leadership. In M. W. McCall, Jr., & M. M. Lombardo (Eds.), Leadership? Where else can we go?Durham, NC: Duke University Press.
32.
Pfeffer, J. (1981). Management as symbolic action: The creation and maintenance of organizational paradigm. In B. Staw (Ed.), Research in organizational behavior (pp. 1-52). Greenwich, CT: JAI.
33.
Pitner, N. J. , & Ogawa, R. T. (1981). Organizational leadership: The case of the school superintendent.Educational Administration Quarterly, 17, 45-66.
34.
Reitzug, U. C. (1994). A case study of empowering principal behavior.American Educational Research Journal, 31, 283-310.
35.
Reitzug, U. C. , &Reeves, J. E. (1992). "Miss Lincoln doesn't teach here": A descriptive narrative and conceptual analysis of a principal's symbolic leadership behavior.Educational Administration Quarterly, 28, 185-219.
36.
Rowan, B. , Raudenbush, S. W., & Cheong, Y K. (1993). Teaching as a nonroutine task: Implications for the management of schools.Educational Administration Quarterly, 29, 479-500.
37.
Schein, E. H. (1985). Organizational culture and leadership. San Francisco: Jossey-Bass.
38.
Scott, W. R. (1987). The adolescence of institutional theory.Administrative Science Quarterly, 32, 493-511.
39.
Scott, W. R. (1992). Organizations: Rational, natural, and open systems (3rd ed.). Englewood Cliffs, NJ: Prentice-Hall.
40.
Selznick, P. (1957). Leadership in administration. New York: Harper & Row.
41.
Sergiovanni, T. J. (1986). Cultural and competing perspectives in administrative theory and practice. In T. J. Sergiovanni & J. E. Corbally (Eds.), Leadership and organizational culture: New perspectives on administrative theory and practice. Urbana: University of Illinois Press.
42.
Sergiovanni, T. J. (1994). Organizations or communities: Changing the metaphor changes the theory.Educational Administration Quarterly, 30, 214-226.
43.
Sergiovanni, T. J. , & Corbally, J. E. (Eds.). (1986). Leadership and organizational culture: New perspectives on administrative theory and practice. Urbana, IL: University of Illinois Press.
44.
Simon, H. A. (1957). Models of man. New York: Wiley.
45.
Smircich, L. (1983). Concepts of culture and organizational analysis.Administrative Science Quarterly, 28, 339-358.
46.
Smircich, L. , & Morgan, G. (1983). Leadership: The management of meaning.Journal of Applied Behavioral Science, 18, 257-273.
47.
Tannenbaum, A. S. (1962). Control in organizations: Individual adjustment and organizational performance.Administrative Science Quarterly, 7, 236-257.
48.
Thompson, J. D. (1967). Organizations in action. New York: McGraw-Hill.
49.
Yukl, G. A. (1989). Leadership in organizations (2nd ed.). Englewood Cliffs, NJ: Prentice-Hall.
50.
Zucker, L. G. (1987). Institutional theories of organization.Annual Review of Sociology, 13, 443-464.