Value-creating organizational leadership

Eldad Kollenscher, Micha Popper, Boaz Ronen

    Research output: Contribution to journalArticlepeer-review


    Despite their many contributions, each of the most prevalent approaches to leadership - the micro interpersonal leadership models such as transformational theory, trait theory and charismatic leadership, and the macro strategic management - has notable 'blind spots' and relies on biased or partial assumptions. Furthermore, the macro-micro polarization of major leadership theories overlooks important meso perspective processes, such as structuring, which leaders can use to attain a more compounded and sustained effect on organizational outcomes. The goal of this paper is to propose an integrative theoretical framework - value-creating leadership - which provides what is missing from the theory of organizational leadership. Value-creating leadership combines micro and macro perspectives regarding management and leadership along with a meso perspective to create a unified model of corporate leadership.

    Original languageEnglish
    Pages (from-to)19-39
    Number of pages21
    JournalJournal of Management and Organization
    Issue number1
    StatePublished - 1 Jan 2018

    Bibliographical note

    Publisher Copyright:
    © 2016 Cambridge University Press and Australian and New Zealand Academy of Management.


    • capabilities
    • leadership
    • strategic management
    • structuring
    • value creation

    ASJC Scopus subject areas

    • Business and International Management
    • Organizational Behavior and Human Resource Management


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