Adapting Accountability Responses to Leadership Context
This paper attempts to reconcile differences in the literature on how accountability systems are conceptualised and implemented, by examining context. The accountability and leadership literature reflects various bipolar streams of thought – control versus self-control, sanctions versus rewards, and micro- versus macro-accountability. These differences in emphasis can be understood by considering these bipolar dimensions in the context of different leadership cultures. Classical and transactional leadership paradigms tend to be associated with control, sanctioning, and micro-accountability, whereas visionary and organic leadership cultures emphasize self-control, rewards and macro-accountability.
Keywords: Accountability, Leadership Paradigm, Context
Dr. Harald Bergsteiner
Macquarie Graduate School of Management
Prof. Gayle C. Avery
Professor, Graduate School of Management, Macquarie University