How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneurs
Autor(a) principal: | |
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Data de Publicação: | 2022 |
Tipo de documento: | Dissertação |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10362/138990 |
Resumo: | Servant and transformational leadership are emergent topics. Namely, as leadership styles that promote individual’s growth with distinct emphasis, followers versus organization. This study materializes leadership styles with social and transformational entrepreneurs, based on social and disruptive motivations that provide conceptual connection. It finds, while transformational assume purpose within the notion of vision to sustain the meaning of this concept, servant leaders use purpose as an enabler for a strong sense of meaning towards why the company exists and guide actions. Overall, transformational leaders leverage purpose as basis of their long-term strategy while servant leaders leverage it to accomplish short-term objectives. |
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How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneursServant leadershipPurpose-driven leadershipOrganizational purposeTransformational leadershipStrategic narrativeDomínio/Área Científica::Ciências Sociais::Economia e GestãoServant and transformational leadership are emergent topics. Namely, as leadership styles that promote individual’s growth with distinct emphasis, followers versus organization. This study materializes leadership styles with social and transformational entrepreneurs, based on social and disruptive motivations that provide conceptual connection. It finds, while transformational assume purpose within the notion of vision to sustain the meaning of this concept, servant leaders use purpose as an enabler for a strong sense of meaning towards why the company exists and guide actions. Overall, transformational leaders leverage purpose as basis of their long-term strategy while servant leaders leverage it to accomplish short-term objectives.Sousa, Milton Jorge Correia deRUNTorres, Mafalda Alexandre2022-05-30T16:33:55Z2022-01-242022-01-242022-01-24T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisapplication/pdfhttp://hdl.handle.net/10362/138990TID:202974928enginfo:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2024-03-11T05:16:19Zoai:run.unl.pt:10362/138990Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-20T03:49:16.542154Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneurs |
title |
How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneurs |
spellingShingle |
How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneurs Torres, Mafalda Alexandre Servant leadership Purpose-driven leadership Organizational purpose Transformational leadership Strategic narrative Domínio/Área Científica::Ciências Sociais::Economia e Gestão |
title_short |
How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneurs |
title_full |
How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneurs |
title_fullStr |
How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneurs |
title_full_unstemmed |
How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneurs |
title_sort |
How servant and transformational leaders differ in integrating purpose in their strategic narratives: insights from social and transformational entrepreneurs |
author |
Torres, Mafalda Alexandre |
author_facet |
Torres, Mafalda Alexandre |
author_role |
author |
dc.contributor.none.fl_str_mv |
Sousa, Milton Jorge Correia de RUN |
dc.contributor.author.fl_str_mv |
Torres, Mafalda Alexandre |
dc.subject.por.fl_str_mv |
Servant leadership Purpose-driven leadership Organizational purpose Transformational leadership Strategic narrative Domínio/Área Científica::Ciências Sociais::Economia e Gestão |
topic |
Servant leadership Purpose-driven leadership Organizational purpose Transformational leadership Strategic narrative Domínio/Área Científica::Ciências Sociais::Economia e Gestão |
description |
Servant and transformational leadership are emergent topics. Namely, as leadership styles that promote individual’s growth with distinct emphasis, followers versus organization. This study materializes leadership styles with social and transformational entrepreneurs, based on social and disruptive motivations that provide conceptual connection. It finds, while transformational assume purpose within the notion of vision to sustain the meaning of this concept, servant leaders use purpose as an enabler for a strong sense of meaning towards why the company exists and guide actions. Overall, transformational leaders leverage purpose as basis of their long-term strategy while servant leaders leverage it to accomplish short-term objectives. |
publishDate |
2022 |
dc.date.none.fl_str_mv |
2022-05-30T16:33:55Z 2022-01-24 2022-01-24 2022-01-24T00:00:00Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/masterThesis |
format |
masterThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10362/138990 TID:202974928 |
url |
http://hdl.handle.net/10362/138990 |
identifier_str_mv |
TID:202974928 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
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openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.source.none.fl_str_mv |
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
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Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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RCAAP |
institution |
RCAAP |
reponame_str |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
collection |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
repository.name.fl_str_mv |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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1799138092114771968 |