Hostname: page-component-848d4c4894-wg55d Total loading time: 0 Render date: 2024-05-30T21:50:27.310Z Has data issue: false hasContentIssue false
  • English
  • Français

Mutiny and leadership

Published online by Cambridge University Press:  22 March 2019

Keith Grint Open the ORCID record for Keith Grint [Opens in a new window]
Keith Grint*
Affiliation:
Emeritus Professor, Warwick Business School, The University of Warwick, Coventry, CV4 7AL, UK
*
Corresponding author. Email: keith.grint@wbs.ac.uk
Get access Rights & Permissions [Opens in a new window]

Abstract

Mutiny is often regarded as a consequence of dire conditions and failed leadership. This reflection on Ken Parry's work suggests it is neither and much more the consequences of a socially constructed world.

Keywords

leadershipsocial constructionhistorical analysisleadership theories
Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Special Issue 3: ‘Take your Lead’: In Search of Very Short, Fairly Interesting, and Reasonably Impactful Contributions to the Future of Leadership Studies , May 2019 , pp. 396 - 397
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

Dedicated to Professor Ken Parry.