Leadership, betrayal and adaptation
Bibliographic Data
| ID | 9890472 |
|---|---|
| Authors | James Krantz (Nautilus Consulting Group; International Society for the Psychoanalytic Study of Organizations, corresponding author) |
| Year | 2006 |
| Volume | 59 |
| Issue | 2 |
| Pages | 221-240 |
| Publication date | 2006-02-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0018726706062733 |
| OpenAlex | W2146396717 |
| Language | EN |
| Citations received | 8 |
| References cited | 13 |
Change stimulates complex cross-currents between institutional requirements and the psycho-social arrangements that have formed around existing configurations. In navigating these complex forces leaders are sometimes confronted with the need to betray, even if in the service of higher purposes. This article explores the links between leadership, betrayal and adaptation. It focuses primarily on the social and psychological reverberations of betrayal, with particular attention drawn to the impact of betrayal on the leaders themselves
Adaptation (eye · Betrayal · Business · Political science · Public relations · Service (business · Sociology · Leadership, Courage, and Heroism Studies · Marketing · Psychiatric care and mental health services · Psychology · Psychology of Social Influence · Social Psychology
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| Citations per year | 0.42 |
|---|---|
| Citation span | 2007 - 2023 (17) |
| Highly cited | No |