Post Bureaucratic Leadership Style Essay

The post-bureaucratic era has seen changes in practices from an autocratic to a democratic leadership style. However, such dynamic changes have refurbished bureaucratic principles, characterising it as a “hybrid” of “democratic principles” and the “Weberian Ideal-type” (Clegg and Courpasson 2004, pg 54). In this essay, I argue that contemporary leadership practices embody post-bureaucratic ideals to an extent, as prior-bureaucratic methods are still interpolated. In section one, I’ll evaluate the competency-based management approach success and individualistic notion, however contrasting on how it’s “repetitive refrain” hinders Post-heroic” forms of leadership, by calling on the views of Bolden and Gosling (2006 pg3). In addition to I’ll be comparing research (e.g.

Following this, I’ll contrast the argument by drawing upon Shackleton’s “leadership in the face of crisis” (Browning 2007 pg198) suggesting that the changes in practices within the post-bureaucratic era have “branched” and remained influenced by bureaucratic leadership styles (Grahn 2008). In section two, I discuss the changes in the “pedagogy” of leadership development through the practices of an organisation and how such courses transfer theoretical learning of leadership to a practical application (Herman 2007). Following this, I attempt to compare Meindi’s (1997) Article “the romance of leadership” considering the strong romanticised conception of leadership, being a strong part of social reality. In doing so exhibit, that bureaucracy has not been “suppressed” but rather ”refurbished”. Finally, within the conclusion I propose my views on bureaucracy being inherent within contemporary post-bureaucracy society, becoming a “hybrid” form as Clegg and Courpasson (2004)