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dc.contributor.authorSingh S.P.
dc.date.accessioned2022-02-11T10:15:03Z
dc.date.available2022-02-11T10:15:03Z
dc.date.issued1998
dc.identifier.citationSingh, S. P. (1998). Two Organizational Roles: Manager抯 and Leader抯. Vikalpa, 23(3). https://doi.org/10.1177/0256090919980307
dc.identifier.issn2560909
dc.identifier.urihttps://www.doi.org/10.1177/0256090919980307
dc.identifier.urihttp://hdl.handle.net/11718/25312
dc.description.abstractIn this decade? leadership has been one of the most popular topics with speakers and writers on management. It is by its nature a somewhat enigmatic concept and? therefore? not largely amenable to research. Still? it has been possible to develop better understanding. Leader's personality is not so much in focus now. It has shifted to leadership role and tends to shift further to leadership as a process. Distinction between leadership and managerial roles is becoming clearer. Whether leaders are born or made is no longer a serious controversy. It is asserted that leadership success or failure depends more on learning processes and situational contexts. How to interpret the life around and how to promote meaningful action are some of the vital questions which only better understanding can help in answering. The purpose of this paper by Sampat Singh is to promote efforts in that direction. � 1998, � 1998 SAGE Publications.
dc.language.isoen_US
dc.publisherSAGE Publications Ltd
dc.relation.ispartofVikalpa
dc.titleTwo Organizational Roles: Manager's and Leader's
dc.typeArticle
dc.rights.licenseCC BY-NC, CC BY
dc.contributor.affiliationNational Institute of Bank Management, Pune, India
dc.contributor.affiliationIndian Institute of Management, Ahmedabad, India
dc.contributor.institutionauthorSingh, S.P., National Institute of Bank Management, Pune, India, Indian Institute of Management, Ahmedabad, India
dc.description.scopusid57195067594
dc.identifier.doi10.1177/0256090919980307
dc.identifier.endpage62
dc.identifier.startpage55
dc.identifier.issue3
dc.identifier.volume23


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