Relational dysfunctionality: leadership interactions in a Sarbanes-Oxley Act implementation project
by Monica Lindgren, Johann Packendorff, Henrik Tham
European J. of International Management (EJIM), Vol. 5, No. 1, 2011

Abstract: Extant leadership literatures tend to favour the positive and the normative over the negative and descriptive, and context-free individuals over situated organisational interaction. Dysfunctional leadership thus usually becomes a matter of evil individuals deviating from established norms, rather than how leadership interaction processes unfold. In this paper, we view leadership interaction processes in terms of construction of direction, coorientation and action space. We apply this perspective to an empirical study of an organisational change project in a sub-unit of a multinational corporation. Conceptual consequences of the proposed perspective are discussed in terms of confused direction, deteriorating coorientation and delimited action space.

Online publication date: Sun, 11-Jan-2015

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