Hobbesian and Rousseauian Identities: The Psychodynamics of Organizational Leadership and Change

Journal Article or Monograph

Title: Hobbesian and Rousseauian Identities: The Psychodynamics of Organizational Leadership and Change
Year: 1992
Authors: Diamond, M. A.
Abstract:

The primary argument in this article is that the ability of any public organization to withstand the storms of political pressure and change stems from the character of leader-follower relations. Ultimately, the personal, political, and ethical integrity of public administrators depends on the degree of organizational resilience of public agencies. This resilience relies on the effective leadership of change. To enhance and clarify this perspective, the author uses Hobbesian and Rousseauian political theory as metaphors of organizational experience. From a psychodynamic perspective, this article attempts to explore more deeply the private world of public administrators undergoing organizational change.

Keywords: public organization, leader-follower dynamics, public administration, resilience, Hobbes, Rousseau
Language: English


Journal: Administration & Society
Volume: 24
Issue: 3
Start page: 267
End page: 289
ISSN:
Publisher ID:

Submitted by:
Michael Diamond

Corresponding author:

Literature Download:

By downloading the file you agree to comply with the Terms of Use / Guidelines of the ISPSO Library and the copyright/authority information for this Literature (above).


If there is no filename in a link below then a download has not been provided.
Members-only Downloads are via the members-only zone of the website.

External website Download
http://aas.sagepub.com/content/24/3/267.abstract

Local Download

No files attached to this page.

Members-only Download
https://members.ispso.org/local--files/downloads/
https://members.ispso.org/local--files/downloads/


Unless otherwise stated, the content of this page is licensed under Creative Commons Attribution-ShareAlike 3.0 License