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Leadership and Operations Management: Existing Relationship

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dc.title Leadership and Operations Management: Existing Relationship en
dc.contributor.author Alhassan, Dawuda
dc.relation.ispartof Proceedings of the 10th European Conference on Management Leadership and Governance (ECMLG 2014)
dc.identifier.issn 2048-9021 OCLC, Ulrich, Sherpa/RoMEO, JCR
dc.identifier.isbn 978-1-910309-77-3
dc.date.issued 2014
dc.citation.spage 391
dc.citation.epage 400
dc.event.title 10th European Conference on Management Leadership and Governance (ECMLG)
dc.event.location Zagreb
utb.event.state-en Croatia
utb.event.state-cs Chorvatsko
dc.event.sdate 2014-11-13
dc.event.edate 2014-11-14
dc.type conferenceObject
dc.language.iso en
dc.publisher Academic Conferences Ltd.
dc.relation.uri https://www.academic-conferences.org/pdf/download-info/ecmlg-2014-abstract-booklet/
dc.relation.uri http://search.proquest.com/docview/1674836205/abstract/7FECEEEAAC8C4706PQ/1?accountid=15518
dc.subject leadership en
dc.subject operations management en
dc.subject leaders en
dc.subject operations managers en
dc.subject management en
dc.description.abstract Presently, there is a great interest in leadership and operations management (OM) because of the widespread belief that the quality of leadership and OM makes a significant difference to businesses, organisations and companies. There are numerous definitions of leadership and OM. However, there is confusion between leadership and OM and very often the concept of leadership is extremely complex. Even though people are using these words interchangeably, these words play different roles, but still essential, focusing on the view of leadership and OM: existing relationship. This paper reviews the various ramifications in the discussion on leadership and OM. I also examine the theoretical underpinnings for the field of leadership and OM, assess different leadership and OM models. Both academics and practitioners in companies might find the reviews beneficial, as the paper summaries major lines of research in this field. As well as existing research limitations; this should stimulate further research. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1004298
utb.identifier.obdid 43873554
utb.identifier.wok 000351505300048
utb.source d-wok
dc.date.accessioned 2015-05-22T08:01:48Z
dc.date.available 2015-05-22T08:01:48Z
utb.contributor.internalauthor Alhassan, Dawuda
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