By P Singh
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9. 2, p. 123-140, 1988. 34. Davies C and A Francis: There is more to performance than profits or growth. Organizational Dynamics, Vol. 3, p. 51-65, 1975. 35. De, N R: Alternative designs of human organizations. New Delhi, Sage, 1984. 36. Deal T and A Kennedy: Corporate cultures: The rites and rituals of corporate life. Reading, Mass: Addison Wesley, 1982. 37. Dess G G: Consensus on strategy, formulation and organizational performance: Competitors in a fragmented industry, Strategic Management Journal, Vol.
This has been done 10 order to explore whether there is compatibility between the profile of the transformational leader and the expected profile of the idealised leader. The rationale behind this paradigm is the basic assumption that compatibility between the two helps the process of organisational change and culture building, besides channellising human energies for high performance; and Studying the role of the chief executive in the process of corporate transformation and culture building. 16 Transformational Leadership PART III FRAMEWORK OF THE STUDY For the purpose of this study, five organisations-three belonging to the public sector and one each to the co-operative and private sector-were selected.
L. L. - Pench Area No. 93 20 Transformational Leadership PART - IV CHAPTERISATION: A PROFILE The present work is organised in Five chapters. Chapter I presents a comprehensive picture of the literature on organisational effectiveness and transformational leadership. Chapter II portrays the five cases of corporate transformation and culture building. Chapter III analyses the (a) perceived actual profile of the transformational leaders; (b) self perceived profile by the transformational leaders; and (c) perceived idealised profile of the chief executive against the backdrop of the five cases in Chapter II.
Corporate Success and Transformational Leadership by P Singh