Abstract
In line with some of the general themes of this book, that is, theorising and researching leadership in context and the development of more sophisticated constructs of leadership, this chapter will discuss how the department to which a leader is affiliated impacts upon their leadership behaviour and effectiveness. Initially, the chapter explores leader prototypicality as a central concept for considering departmental affiliation and leadership. The chapter then discusses the relevance of implicit leadership theories to leader prototypicality and departmental affiliation and also introduces the concept of transformational, transactional and laissez-faire leadership as providing a useful behavioural perspective when considering leadership in a departmental context.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
