ABSTRACT
The chapters that comprise this volume stand as testimony to the substantial and increasing number of critics of traditional organizational theories; particularly those either explicitly or implicitly promoting conceptualizations of leadership, decision making, and policy as value-free. Two decades ago, Scott and Hart (1979) sharply criticized those traditional bureaucratic organizations where management tends to be ‘heavily weighted toward the expedient by people who have been trained to consider value questions as impractical, even foolish’ (p. 40). In the field of educational administration, Thomas Greenfield (1979) warned that ‘we should begin to regard with healthy scepticism the claim that a general science of organization and administration is at hand’ (p. 12). Similarly, Christopher Hodgkinson (1978) informed us that leadership is a function of selfknowledge and values, and he continues to pursue that treatise via his contributions to this publication in Chapter 1.
