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Long Tail Leadership: A Covid Case Study Illustrates the Importance of Understanding Soft Power Affecting Organizations

Long Tail Leadership: A Covid Case Study Illustrates the Importance of Understanding Soft Power Affecting Organizations

Diane Spencer-Scarr
Copyright: © 2022 |Pages: 34
ISBN13: 9781799847991|ISBN10: 1799847993|ISBN13 Softcover: 9781799871385|EISBN13: 9781799848004
DOI: 10.4018/978-1-7998-4799-1.ch004
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MLA

Spencer-Scarr, Diane. "Long Tail Leadership: A Covid Case Study Illustrates the Importance of Understanding Soft Power Affecting Organizations." Achieving Organizational Agility, Intelligence, and Resilience Through Information Systems, edited by Hakikur Rahman, IGI Global, 2022, pp. 103-136. https://doi.org/10.4018/978-1-7998-4799-1.ch004

APA

Spencer-Scarr, D. (2022). Long Tail Leadership: A Covid Case Study Illustrates the Importance of Understanding Soft Power Affecting Organizations. In H. Rahman (Ed.), Achieving Organizational Agility, Intelligence, and Resilience Through Information Systems (pp. 103-136). IGI Global. https://doi.org/10.4018/978-1-7998-4799-1.ch004

Chicago

Spencer-Scarr, Diane. "Long Tail Leadership: A Covid Case Study Illustrates the Importance of Understanding Soft Power Affecting Organizations." In Achieving Organizational Agility, Intelligence, and Resilience Through Information Systems, edited by Hakikur Rahman, 103-136. Hershey, PA: IGI Global, 2022. https://doi.org/10.4018/978-1-7998-4799-1.ch004

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Abstract

The increased weighting of digital natives in a fattening long tail has added complexity to organizational leadership, particularly during the global COVID-19 pandemic. Trends affecting the individual come from social, economic, and technological sources and affect leadership behaviors, 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 behavior. Influences are felt as intensity and embeddedness 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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