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LEADERSHIP WITHOUT HIERARCHY AND AUTHORITY: LATERAL LEADERSHIP

Year 2019, Volume: 12 Issue: 2, 657 - 680, 30.12.2019
https://doi.org/10.37093/ijsi.659023

Abstract

Conventional leadership styles require hierarchical processes primarily characterized by the exertion of power. However, recent studies have indicated that lateral leadership, which substitutes a subordinating approach with insight, collaboration, coordination, and creativity with all stakeholders and especially with employees, can also achieve organizational goals. In this article, lateral leadership and thought system is discussed. Based on lateral thinking, it seeks contributions from all employees to make business more effective through creativity, innovation, and collaborative methods to meet the challenge of a globalized world. The basic mechanisms of lateral leadership are creating common understandings, changing power games, creating an atmosphere of trust, and eliminating hierarchical authority. In this context, the main findings of this article prepared within the framework of narrative review methodology; lateral leadership is a fairly new approach that is suited to changing working environments, leadership characteristics, organizational structures, and followers’ qualifications. This leadership style is most appropriate for group studies, ad hoc meetings, or lateral-networking structures in organizations in which conventional leadership is ineffective or dysfunctional.

References

  • Amanchukwu, Rose Ngozi; Stanley, Gloria Jones and Ololube, Nwachukwu Prince (2015). ‘A Review of Leadership Theories, Principles and Styles and Their Relevance to Educational Management’, Management 5(1), 6-14.
  • Avolio, Bruce J. (2007). Promoting more integrative strategies for leadership theory building. American Psychologist, 62, 25–33.
  • Bono, Edward (2014). Lateral Thinking. London: Vermilion Press.
  • Bono, Edward (1990). Lateral Thinking. Reprinted in Penguin Books.
  • Bono, Edward de (1970). Lateral Thinking. Penguin Books.
  • Cherry, Kendra (2012). Leadership Theories - 8 Major Leadership Theories. http://psychology.about.com/od/leadership/p/leadtheories.htm
  • Dierendonck, Dirk van and Patterson Kathleen (2010) ‘Servant Leadership: An Introduction’, Dirk van Dierendonck and Kathleen Patterson (Edts.), Servant Leadership Developments in Theory and Research, UK/ USA, Plagrave-Mcmillian.
  • Fursberger, Gunther and Inehichen, Tanja (2018) How to win commitment as lateral leader, Germany, Haufer.
  • Herbig, Tim (2018). Lateral Leadership: A Practical Guide for Agile Product Managers. Sense and Response Press: USA.
  • Kuhl, Stefan (2017). Lateral Leading A Very Brief Introduction to Power, Understanding and Trust. Organizational Dialogue Press.
  • Kuhl, Stefan; Schnelle, Thomas and Tillmann, Franz-Josef (2005). ‘Lateral Leadership: An Organizational Approach to Change’, Journal of Change Management, 5 (2), 177–189.
  • Lakomski, Gabriele (2005). Managing without Leadership, Melbourne, Australia: Elsevier.
  • Llyod, Nancy (2013). Ouantum Leadership. Bloomington: Balboa Press.
  • Rosen, Rob (2017). ‘Lateral Leadership: A New Approach to Leadership in Today’s Evolving Corporate Environment’, http://www.cmpartners.com/negotiators-pause/lateral-leadership-new-approach-leadership-todays-evolving-corporate-environment/, (Access: 28 July 2019).
  • Shah, Shivanee (2018). Secondary Research – The Basics of Narrative Reviews, Systematic Reviews, And Meta-Analysis. https ://doi.org/10.34193/EI-A-1066, (Access: 19 November 2019).
  • Sloane, Paul (2003). The leader’s guide to lateral thinking skills, GB and USA: Kogan Page Limited.
  • Sloane, Paul (2004). The Leader’s Guide to Lateral Thinking Skills. Powerful Problem-solving Techniques to Ignite Your Team’s Potential, UK: Kogan Page.
  • Sloane, Paul (2017). The Leader’s Guide to Lateral Thinking Skills. 3rd Edition. UK: Kogan Page.
  • Vroom, Victor H. and Jago, Arthur G. (2007). ‘The Role of the Situation in Leadership”, American Psychologist, 62, 1 (17–24).
  • Yip, Jeffrey; Ernst Chris and Campbell, Michael (2011). Boundary Spanning Leadership. Center for Creative Leadership (CCL) Organizational Leadership. White Paper Series.
  • Zakeer, Ahmed Khan; Nawaz, Allah and Khan, Irfan Ullah (2016). ‘Leadership Theories and Styles: A Literature Review’, Journal of Resources Development and Management, Journal of Resources Development and Management, Vol. 16.
  • https://www.mdi-training.com/wp-content/uploads/2016/05/Lateral-Leadership-Training-Pre-Read.pdf, Lateral Leadership, MDI Management Development International, (Access: 13 August 2019).
  • http://www.central.knowledge.scot.nhs.uk/Leadership/lateral-leadership.html, NHS Education for Scotland, Leadership & Management, (Access: 27 July 2019).

Hiyerarşi Ve Otorite Olmadan Liderlik: Lateral Liderlik

Year 2019, Volume: 12 Issue: 2, 657 - 680, 30.12.2019
https://doi.org/10.37093/ijsi.659023

Abstract

Geleneksel liderlik tarzları, öncelikle gücün kullanımı ile karakterize edilen hiyerarşik süreçleri gerektirir. Bununla birlikte, yakın tarihli çalışmalar, iç görü, iş birliği, eşgüdüm ve yaratıcılıkla tüm paydaşlarla ve özellikle çalışanlarla alt yönetim yaklaşımını yerine getiren lateral liderliğin de kurumsal hedeflere ulaşabileceğini göstermiştir. Bu makalede lateral liderlik ve dayandığı düşünce sistemi ele alınmaktadır. Lateral düşünme, tüm çalışanların küreselleşen bir dünyanın zorluğunu karşılamak için yaratıcılık, yenilikçilik ve işbirlikçi yöntemlerle işlerini daha etkin hale getirmelerine katkı sağlar. Lateral liderliğin temel mekanizmaları ortak anlayışlar oluşturmak, güç oyunlarını değiştirmek, güven atmosferi yaratmak ve hiyerarşik otoriteyi ortadan kaldırmaktır. Bu çerçevede geleneksel derleme metodolojisi çerçevesinde hazırlanan makalenin ana bulgusu; Lateral liderliğin değişen çalışma ortamları, liderlik özellikleri, organizasyonel yapılar ve takipçilerin niteliklerine uygun ve oldukça yeni bir yaklaşım olduğudur. Bu liderlik stili, geleneksel liderliğin etkisiz veya işlevsiz olduğu organizasyonlardaki grup çalışmaları, geçici toplantılar veya lateral ağ yapıları için en uygun olanıdır.

References

  • Amanchukwu, Rose Ngozi; Stanley, Gloria Jones and Ololube, Nwachukwu Prince (2015). ‘A Review of Leadership Theories, Principles and Styles and Their Relevance to Educational Management’, Management 5(1), 6-14.
  • Avolio, Bruce J. (2007). Promoting more integrative strategies for leadership theory building. American Psychologist, 62, 25–33.
  • Bono, Edward (2014). Lateral Thinking. London: Vermilion Press.
  • Bono, Edward (1990). Lateral Thinking. Reprinted in Penguin Books.
  • Bono, Edward de (1970). Lateral Thinking. Penguin Books.
  • Cherry, Kendra (2012). Leadership Theories - 8 Major Leadership Theories. http://psychology.about.com/od/leadership/p/leadtheories.htm
  • Dierendonck, Dirk van and Patterson Kathleen (2010) ‘Servant Leadership: An Introduction’, Dirk van Dierendonck and Kathleen Patterson (Edts.), Servant Leadership Developments in Theory and Research, UK/ USA, Plagrave-Mcmillian.
  • Fursberger, Gunther and Inehichen, Tanja (2018) How to win commitment as lateral leader, Germany, Haufer.
  • Herbig, Tim (2018). Lateral Leadership: A Practical Guide for Agile Product Managers. Sense and Response Press: USA.
  • Kuhl, Stefan (2017). Lateral Leading A Very Brief Introduction to Power, Understanding and Trust. Organizational Dialogue Press.
  • Kuhl, Stefan; Schnelle, Thomas and Tillmann, Franz-Josef (2005). ‘Lateral Leadership: An Organizational Approach to Change’, Journal of Change Management, 5 (2), 177–189.
  • Lakomski, Gabriele (2005). Managing without Leadership, Melbourne, Australia: Elsevier.
  • Llyod, Nancy (2013). Ouantum Leadership. Bloomington: Balboa Press.
  • Rosen, Rob (2017). ‘Lateral Leadership: A New Approach to Leadership in Today’s Evolving Corporate Environment’, http://www.cmpartners.com/negotiators-pause/lateral-leadership-new-approach-leadership-todays-evolving-corporate-environment/, (Access: 28 July 2019).
  • Shah, Shivanee (2018). Secondary Research – The Basics of Narrative Reviews, Systematic Reviews, And Meta-Analysis. https ://doi.org/10.34193/EI-A-1066, (Access: 19 November 2019).
  • Sloane, Paul (2003). The leader’s guide to lateral thinking skills, GB and USA: Kogan Page Limited.
  • Sloane, Paul (2004). The Leader’s Guide to Lateral Thinking Skills. Powerful Problem-solving Techniques to Ignite Your Team’s Potential, UK: Kogan Page.
  • Sloane, Paul (2017). The Leader’s Guide to Lateral Thinking Skills. 3rd Edition. UK: Kogan Page.
  • Vroom, Victor H. and Jago, Arthur G. (2007). ‘The Role of the Situation in Leadership”, American Psychologist, 62, 1 (17–24).
  • Yip, Jeffrey; Ernst Chris and Campbell, Michael (2011). Boundary Spanning Leadership. Center for Creative Leadership (CCL) Organizational Leadership. White Paper Series.
  • Zakeer, Ahmed Khan; Nawaz, Allah and Khan, Irfan Ullah (2016). ‘Leadership Theories and Styles: A Literature Review’, Journal of Resources Development and Management, Journal of Resources Development and Management, Vol. 16.
  • https://www.mdi-training.com/wp-content/uploads/2016/05/Lateral-Leadership-Training-Pre-Read.pdf, Lateral Leadership, MDI Management Development International, (Access: 13 August 2019).
  • http://www.central.knowledge.scot.nhs.uk/Leadership/lateral-leadership.html, NHS Education for Scotland, Leadership & Management, (Access: 27 July 2019).
There are 23 citations in total.

Details

Primary Language English
Journal Section Articles
Authors

R. Dilek Koçak 0000-0002-3077-0706

Publication Date December 30, 2019
Submission Date August 13, 2019
Published in Issue Year 2019 Volume: 12 Issue: 2

Cite

APA Koçak, R. D. (2019). LEADERSHIP WITHOUT HIERARCHY AND AUTHORITY: LATERAL LEADERSHIP. International Journal of Social Inquiry, 12(2), 657-680. https://doi.org/10.37093/ijsi.659023

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