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Hallin's spheres is a theory of news reporting and its rhetorical framing posited by journalism historian Daniel C. Hallin in his 1986 book The Uncensored War to explain the news coverage of the Vietnam War. [1] Hallin divides the world of political discourse into three concentric spheres: consensus, legitimate controversy, and deviance.
In social exchange theory the effect of ethical leadership on followers is explained by transactional exchanges between the leader and their followers. The leader's fairness and caring for followers activates a reciprocatory process, in which the followers act in the same manner towards the leader.
Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. [1] The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics.
Burns shifted the focus of leadership studies from the traits and actions of great men to the interaction of leaders and their constituencies as collaborators working toward mutual benefit. [8] He was best known for his contributions to the transactional, transformational, aspirational, and visionary schools of leadership theory.
Van Wart published a book in 2005 entitled, Dynamics of Leadership in Public Service: Theory and Practice, and discussed the competencies needed by organizational leaders at all levels. Furthermore, the book provides a comparative review regarding the theoretical literature on leadership from a public sector perspective. [ 2 ]
If consensus equals truth, then truth can be made by forcing or organizing a consensus, rather than being discovered through experiment or observation, or existing separately from consensus. The principles of mathematics also do not hold under consensus truth because mathematical propositions build on each other.
Ronald Heifetz (born February 7, 1951) is an academic and author. He is the King Hussein bin Talal Senior Lecturer in Public Leadership, Founding Director of the Center for Public Leadership [1] at Harvard Kennedy School at Harvard University, and co-founder of Cambridge Leadership Associates.
Consensus decision-making, as a self-described practice, originates from several nonviolent, direct action groups that were active in the Civil rights, Peace and Women's movements in the USA during counterculture of the 1960s. The practice gained popularity in the 1970s through the anti-nuclear movement, and peaked in popularity in the early ...