Personal leadership: the difficult balance between individual, organization and society
DOI:
https://doi.org/10.31921/doxacom.n11a6Keywords:
Leadership, personal development, organizations, humanism, individual compromiseAbstract
This article shows the potential conflict among two forces: one is the organizational and social dynamic that push the individual throughout expected homogeneous behaviours; the other is the trend of this individual towards his personal development based on his own personal values. Stanley Milgram´s findings and experiments about obedience are the main argument developed alongside this article. Personal leadership, as the individual capacity to govern his own life according with his own personal values, turn to be crucial in solving this potential conflict.
Downloads
Global Statistics ℹ️
|
937
Views
|
419
Downloads
|
|
1356
Total
|
|
References
Brown, D., Crace, R. K. (1996): “Values in life role choices and outcomes: a conceptual model”, Career Development Quarterly, vol. 44.
Brown, D. (1995): “A values based approach to facilitating career transitions”, Career Development Quarterly, vol. 44.
Colozzi, E. A., (2003): “Depth oriented values extraction”, The Career Development Quarterly, vol. 52.
Crum, T. F. (1987): The magic of conflict, Touchstone: New York.
Deci, E. L., RYAN, R. M. (1985): Intrinsic motivation and self-determination in human behavior, New York: Plenum Press.
Frost, P. J. (2002): Toxic emotions at work: how compassionate managers handle pain and conflict, Harvard Business School Press.
Haney, Banks and Zimbardo (1973): A study of prisoners and guards in a simulated prison, Washington D. C.: Stanford University.
Keeney, R. (1994): Creativity in decision making with value focused thinking, Sloan Management Review.
Kinnier, R. T. (1995): “A reconceptualization of values clarification: values conflict resolution”, Journal of Counseling and Development, vol. 74.
Loewenstein (1996): “Out of control: visceral influences on behaviour”, Organizational Behavior and Human Decision Processes, no 65.
Meyerson, D. (2001): Tempered radicals, Harvard Business School Press.
Miller and Stiver, (1997): The Healing connection, Boston: Beacon Press.
Miliken, Morrison and Hewlin (2002): Choosing to stay silent at work: what employees don ́t speak about and why, New York University, Stern School of Business.
Milgram S. (1973): Obediencia a la autoridad. Un punto de vista experimental, Nueva York: Harper and Row Publishers Inc. Nugent, P. S. (2002): “Managing conflict: third party interventions for managers”, Academy of Management Executive, vol. 16, no 1.
Perlow, L. A. (2003): When you say yes but mean no, New York: Crown Business. Stone, Patton and Heen (1999): Difficult conversations, New York: Penguin.
Downloads
Published
Issue
Section
License
Copyright (c) 2010 http://creativecommons.org/licenses/by-nc/4.0

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
The authors retain their copyright and grant the journal the right of first publication of their work, which will be simultaneously subject to the Creative Commons License, Attribution-NonCommercial, International License (CC BY-NC 4.0). The scientific community is free to share, copy, and redistribute the material in any medium or format, and to remix, transform, and build upon that material under the following terms: Proper credit must be given (journal, authors, URL/DOI), and it is not used for commercial purposes.



















