Using contemporary leadership theory to cast a critical light on an array of mutinies throughout history, this book considers the organizational nature of mutinies, explores the contexts in which they can be encouraged or discouraged, and ultimately shows how mutiny can be considered as a permanent possibility.
Using contemporary leadership theory to cast a critical light on an array of mutinies throughout history, this book considers the organizational nature of mutinies, explores the contexts in which they can be encouraged or discouraged, and ultimately shows how mutiny can be considered as a permanent possibility.
Keith Grint is Professor Emeritus at Warwick University where he was Professor of Public Leadership until 2018. He has held Chairs at Cranfield University and Lancaster University and was Director of the Lancaster Leadership Centre. He spent twelve years at the University of Oxford and was Director of Research at the Saïd Business School. His recent books include Leadership, Management & Command: Rethinking D-Day (2008); Sage Handbook of Leadership (edited with Alan Bryman, David Collinson, Brad Jackson, and Mary Uhl-Bien) (2010); and Leadership: A Very Short Introduction (2010).
Inhaltsangabe
Introduction 1: Rethinking Mutiny 2: Mutinies in Revolutionary Times 3: Mutinies in the First and Second World Wars 4: Mutinies after the First and Second World Wars 5: Mutinies in Civil Wars 6: Mutinies and Ethnicity 7: Dystopian and Utopian Mutinies 8: Mutinies against Austerity 9: The Erosion, Breaking, and Betrayal of the Moral Economy: A Reflection on Mutinies, Mutineers, and Leadership
Introduction 1: Rethinking Mutiny 2: Mutinies in Revolutionary Times 3: Mutinies in the First and Second World Wars 4: Mutinies after the First and Second World Wars 5: Mutinies in Civil Wars 6: Mutinies and Ethnicity 7: Dystopian and Utopian Mutinies 8: Mutinies against Austerity 9: The Erosion, Breaking, and Betrayal of the Moral Economy: A Reflection on Mutinies, Mutineers, and Leadership
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