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Long Tail Leadership: Understanding Soft Power Affecting Organizations

Long Tail Leadership: Understanding Soft Power Affecting Organizations

Diane Spencer-Scarr
Copyright: © 2014 |Pages: 24
ISBN13: 9781466659704|ISBN10: 146665970X|EISBN13: 9781466659711
DOI: 10.4018/978-1-4666-5970-4.ch001
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MLA

Spencer-Scarr, Diane. "Long Tail Leadership: Understanding Soft Power Affecting Organizations." Information Systems and Technology for Organizational Agility, Intelligence, and Resilience, edited by Hakikur Rahman and Rui Dinis de Sousa, IGI Global, 2014, pp. 1-24. https://doi.org/10.4018/978-1-4666-5970-4.ch001

APA

Spencer-Scarr, D. (2014). Long Tail Leadership: Understanding Soft Power Affecting Organizations. In H. Rahman & R. de Sousa (Eds.), Information Systems and Technology for Organizational Agility, Intelligence, and Resilience (pp. 1-24). IGI Global. https://doi.org/10.4018/978-1-4666-5970-4.ch001

Chicago

Spencer-Scarr, Diane. "Long Tail Leadership: Understanding Soft Power Affecting Organizations." In Information Systems and Technology for Organizational Agility, Intelligence, and Resilience, edited by Hakikur Rahman and Rui Dinis de Sousa, 1-24. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-5970-4.ch001

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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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