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Formal vs informal leading: A comparative analysis: Working paper series--00-04

Pielstick, C. Dean (2000) Formal vs informal leading: A comparative analysis: Working paper series--00-04. Working Paper. NAU W.A. Franke College of Business.


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Beyond recognition of informal leadership and its role in small groups, little research has been done on informal leading in organizations. This exploratory national study set out to determine whether there is a difference between formal leaders, those in a position of leadership, and informal leaders, those not in a formal position of leadership but recognized as leaders nevertheless. Six areas of interest consisting of 161 variables were investigated using an instrument based on an earlier meta-ethnographic study of leadership (Pielstick, 1996, 1998). The six areas were: shared vision, communication, relationships, community, guidance, and character. All six areas showed significant differences between formal and informal leaders with informal leaders scoring higher in each area. Of the 161 variables, 87 (54%) showed a significant difference between formal and informal leaders. All but four of these showed higher scores for informal leaders.

Item Type: Monograph (Working Paper)
Publisher’s Statement: Copyright, where appropriate, is held by the author.
ID number or DOI: 00-04
Keywords: Working paper, leadership qualities, formal leaders, informal leaders
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
NAU Depositing Author Academic Status: Faculty/Staff
Department/Unit: The W.A. Franke College of Business
Date Deposited: 19 Jan 2016 18:57
URI: http://openknowledge.nau.edu/id/eprint/1643

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