Pearce, Craig LewisManz, C. C.2016-06-302016-06-3020141873-6068http://hdl.handle.net/10679/4207https://doi.org/10.1016/j.bushor.2013.11.005Due to copyright restrictions, the access to the full text of this article is only available via subscription.Leadership development and executive education have taken on increased prominence in recent years. The natural tendency is to approach the subject of leadership as a hierarchically-based process that is focused on higher-level individual leaders influencing lower-level followers. This tendency is consistent with myths surrounding charismatic and heroic visionary leaders who are often portrayed as single-handedly inspiring and directing their organizations to new heights. Unfortunately, these simplistic portrayals of leadership are promulgated by the media and desired by the consuming public. However, this kind of framing of leadership is dangerous: it lays the seeds of centralization of power, which can have innumerable detrimental outcomes. Accordingly, we explore two potent antidotes to this simplistic hierarchical formulation of leadership that have become an increasing focus of leadership research: self-leadership and shared leadership.enginfo:eu-repo/semantics/restrictedAccessArticle57221522400033280500000810.1016/j.bushor.2013.11.005Self-leadershipShared leadershipCorporate Social Responsibility (CSR)Corporate Social Irresponsibility (CSIR)Corruption2-s2.0-84894283698