Organizational opinion leadership: a critical perspective

Abstract

ABSTRACT: The aim of this research is to find out two assumptions: the first derived from critical perspectives that power struggles and identity are likely to effect the relations between Organizational Opinion leaders (OOLs) and Organizational Opinion seekers (OOSs) and the second derived from the perspective that power and knowledge may have influences on the selection of OOLs. Grounded theory is utilized to analyze data gathered through semi-structured interviews. The result suggests that critical perspectives, communication channels, organizational status and identity should be considered in studying informal leadership. Leadership practitioners should take non-managerial leadership into account. Practitioners should have critical reflection. Likewise, leadership theorists should study leadership in grassroots and horizontal groups in the bottom of the organization/society. Keywords: Organizational Opinion Leadership, Critical perspectives, Grounded theory.