Organizational Contexts and Contingent Leadership Roles: A Theoretical Exploration

Egglestonl, Kathryn K.; Bhagat, Rabi S.

doi:10.1177/001872679304601002

Cited by 12Leadership and Management in OrganizationsOrganizational Change and LeadershipOrganizational Management and Change

Organizational Contexts and Contingent Leadership Roles: A Theoretical Exploration

Egglestonl, Kathryn K., Bhagat, Rabi S.·1993·Human Relations

DOI 10.1177/001872679304601002

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Abstract

This paper advances the premise that leadership roles are contingent upon the requirements of evolving organizational contexts. Leadership's substantive and symbolic role aspects are reinterpreted in a conceptual model. Emphasis is given to leadership roles in situations of decline. A transition state is proposed to illustrate the volatile and unstable nature of decline contexts. In a transition state, leaders are predicted to emphasize both their symbolic and substantive roles. During more stable convergent time periods, leaders are predicted to primarily emphasize their symbolic roles while in times of major organizational reorientation, leaders are predicted to primarily emphasize their substantive roles. A conceptual model is developed to provide a framework for understanding the contingent relationship between leadership roles and the organizational context particularly in situations of decline. Some implications of this model are discussed.

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Different leadership approaches may be more effective depending on whether an organization is in a stable-operating state or undergoing change.
“Different leadership approaches may be more effective depending upon whether an organization is in a stable-operating state or undergoing change (Eggleston & Bhagat, 1993).”
From The Roles of System and Organizational Leadership in System-Wide Evidence-Based Intervention Sustainment: A Mixed-Method Study (2016) · cites this paper as Eggleston & Bhagat, 1993

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Authors: Egglestonl, K. K., & Bhagat, R. S.
Affiliations: El Centro College (US)
University of Memphis (US)
Venue: Human Relations
Publisher: SAGE Publications
Published: 1993-10
Volume: 46
Issue: 10
Pages: 1177-1192
ISSN: 0018-7267 (ISSN-L)
1741-282X
DOI: 10.1177/001872679304601002
OpenAlex: W2127696991
Cited by: 12
References: 73
Citations by year: 2026: 1 · 2024: 2 · 2023: 2 · 2016: 1 · 2015: 1 · 2013: 1 · 2012: 1
FWCI: 1.76
Type: journal article
Language: en
Open access: closed
Licence: journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations: Human Relations (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
Keywords: leadership roles, organizational context, organizational decline, transition state, symbolic leadership, organizational change

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Organizational Contexts and Contingent Leadership Roles: A Theoretical Exploration

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