Long Tail Leadership: Understanding Soft Power Affecting Organizations

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Author(s): Diane Spencer-Scarr (Curtin University, Australia)
Copyright: 2014
Pages: 24
Source title: Information Systems and Technology for Organizational Agility, Intelligence, and Resilience
Source Author(s)/Editor(s): Hakikur Rahman (International Standard University (ISU), Bangladesh)and Rui Dinis de Sousa (University of Minho, Portugal)
DOI: 10.4018/978-1-4666-5970-4.ch001

Keywords: Business & Management / Business Information Systems / Business Science Reference

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Abstract

The emergence of a growing long tail has added complexity to organisational leadership. Trends affecting the individual come from social, economic and technological sources and affect leadership behaviours and this in turn affects society. In order to understand this interconnection, lower level influences and how they affect the higher-level visible signs are discussed. These lead to influences on behaviour. Influences which are felt as intensity and embededness of engagement, decision-management, feedback ability and motivators. This chapter begins with a discussion of causes for this phenomenon and concludes with ways to work with the long tail, either from within as a member, or externally as a leader. The chapter ends with a brief comment on future research based on findings discussed in this chapter.

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Long Tail Leadership: Understanding Soft Power Affecting Organizations

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